The role of innovation and strategic agility on firms’ resilience: A case study of tertiary institutions in Nigeria

Olaleye, Banji Rildwan; Anifowose, Oluwaseun Niyi; Efuntade, Alani Olusegun; Arije, Bamidele Samuel

doi:10.5267/j.msl.2020.8.003

Cited by 12 publications

(8 citation statements)

References 1 publication

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“…Verona, 1999). An organization having integrated learning can develop greater innovation capacity than others (Damanpour, 1991) as innovation assumes exploiting OL capabilities (Olaleye et al, 2021). Accordingly, we posit that continuous learning may help an organization become more receptive to new knowledge and advancements in their industry, and this receptivity can trigger innovativeness.…”

Section: Ol-oi-scrmentioning

confidence: 97%

“…In their study, Akg€ un and Keskin (2014) reported a high association between organizational innovation and resilience capacity. Resilience involves "continuous redistribution of innovation strategies" (Olaleye et al, 2021), and innovativeness helps organizations see threats, make their decisions promptly and meet customer expectations (Barreto, 2010). Accordingly, OI can be leveraged against disruptive events affecting SCs (G€ olgeci and Ponomarov, 2015).…”

Section: Ol-oi-scrmentioning

confidence: 99%

Section: Development Of Hypothesesmentioning

confidence: 99%

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A resource-based perspective of the interplay between organizational learning and supply chain resilience

Eryarsoy

Torgalöz

Açar

et al. 2022

IJPDLM

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PurposeThe aim of this article is to shed light on the impact of intangible resources, such as organizational learning (OL), organizational agility (OA) and organizational innovativeness (OI), on supply chain resilience (SCR). For this, a theoretical model is developed to analyze the development of relationships between chosen resource variables.Design/methodology/approachThis study is based on a cross-sectional questionnaire. Survey data were collected from 180 businesses including only medium to senior level managers to ensure a thorough understanding about the company's inner workings and supply chain (SC). The validity of the model is determined using structural equation modeling (SEM) and tested using lavaan package in R.FindingsThe findings indicate a statistically significant relationship between OL and SCR. Two organizational resource constructs, OI and OA, are found to have a strong mediating effect on this relationship. OL ability mediated by OA and OI results in increased SCR.Research limitations/implicationsThe data cover multiple sectors but are collected from one country. The dataset is also limited in that it is collected from mid- to high-level managers working on manufacturing and supply chain-related departments.Practical implicationsThe authors believe that the results of this study will guide both managers and academics in developing effective measures to avoid SC disruptions due to the Covid-19 pandemic or other comparable risks.Originality/valueThis is the first study that examines the relationship between OL and SCR. Prior studies have examined the relationship between OA and SCR. However, OL and OI, in particular, have not featured frequently in SCR-related studies. In this regard, this research is also unique in that it examines the mediating role of OA and OI in the relationship between OL and SCR.

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Section: Ol-oi-scrmentioning

confidence: 97%

Section: Ol-oi-scrmentioning

confidence: 99%

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A resource-based perspective of the interplay between organizational learning and supply chain resilience

Eryarsoy

Torgalöz

Açar

et al. 2022

IJPDLM

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“…The use of digital technologies in SSC structures supported by management brings operations closer to perfection. Top management support acts as a decision-making mechanism in order to find solutions to problems that arise in SSCs and to increase the resilience and sustainability of SSCs (Olaleye et al, 2021 ). Especially in disruptive times, it is necessary to adopt digital technologies such as AI.…”

Section: Literature Reviewmentioning

confidence: 99%

Using emerging technologies to improve the sustainability and resilience of supply chains in a fuzzy environment in the context of COVID-19

et al. 2022

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In rapidly changing business conditions, it has become extremely important to ensure the sustainability of supply chains and further improve the resiliency to those events, such as COVID-19, that can cause unexpected disruptions in the value supply chain. Although globalized supply chains have already been criticized for lack of control over sustainability and resilience of supply chain operations, these issues have become more prevalent in the uncertain environment driven by COVID-19. The use of emerging technologies such as blockchain, Industry 4.0 analytics model and artificial intelligence driven methods are aimed at increasing the sustainability and resilience of supply chains, especially in an uncertain environment. In this context, this research aims to identify the problematic areas encountered in building a resilient and sustainable supply chain in the pre-COVID-19 era and during COVID-19, and to offer solutions to those problematic areas tackled by an appropriate emerging technology. This research has been contextualized in the automotive industry; this industry has a complex supply chain structure and is one of the sectors most affected by COVID-19. Based on the findings, the most important problematic areas encountered in SSCM pre-COVID-19 are determined as supply chain traceability, demand planning and production management as well as purchasing process planning based on cause and effect groups. The most important issues to be addressed during COVID-19 are top management support, purchasing process planning and supply chain traceability, respectively.

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“…Meanwhile, innovativeness denotes the willingness and propensity of organizations to realize innovation to strategies, processes, and behaviors (Entebang, Harrison & de Run, 2010). It connotes firms' ability in searching for new opportunities and novel solutions (Olaleye et al, 2021b). Proactiveness concerns hunting for new opportunities which partially relate to prevailing business, as well as, strategically abolishing activities of outdated products and outwitting competitors by offering new products.…”

Section: Entrepreneurial Orientation and Organizational Performancementioning

confidence: 99%

Dimensional Context of Total Quality Management Practices and Organizational Performance of SMEs in Nigeria: Evidence from Mediating Role of Entrepreneurial Orientation

Olaleye¹,

Ali-Momoh²,

Herzallah³

et al. 2022

International Journal of Operations and Quantitative Management

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This paper aims to explore the nexus between Total Quality Management practices and Organizational Performance, and the mediating effect of the Entrepreneurial Orientation dimension on the relationship. A cross-sectional data was obtained from 549 small-scale manufacturing companies using convenience sampling. Data were analyzed using both descriptive and inferential techniques. Discovery unveiled through the PLS-SEM result, shows a tie of relationship existing between TQM and performance, as well as entrepreneurial orientation dimension. Since, firms had a high capacity for innovativeness, proactiveness, and risk-taking; they acquire a competitive advantage and realize greater performance.

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The role of innovation and strategic agility on firms’ resilience: A case study of tertiary institutions in Nigeria

Cited by 12 publications

References 1 publication

A resource-based perspective of the interplay between organizational learning and supply chain resilience

A resource-based perspective of the interplay between organizational learning and supply chain resilience

Using emerging technologies to improve the sustainability and resilience of supply chains in a fuzzy environment in the context of COVID-19

Dimensional Context of Total Quality Management Practices and Organizational Performance of SMEs in Nigeria: Evidence from Mediating Role of Entrepreneurial Orientation

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