Value Creation through Frugal Innovation, Innovation Capability and Knowledge Sharing in a Circular Economy

Yousaf, Zahid; Panait, Mirela; Tanveer, Umair; Crețu, Alina; Hrebenciuc, Andrei; Zahid, Sheikh Muhammad

doi:10.3390/su14148504

Cited by 12 publications

(2 citation statements)

References 55 publications

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“…Organizations need to acquire the ability to continuously innovate by incorporating their ideas into novelty and bringing that value through business networks (Konsti-Laakso, Pihkala, Kraus, & Management, 2012a; Phuong et al, 2022;Yeşil, Koska, & Büyükbeşe, 2013). Innovation capabilities include processes and outcomes that create value-added products and critical factors in the era of digital technology (Florek-Paszkowska et al, 2021;Yousaf et al, 2022).…”

Section: Innovation Capabilitymentioning

confidence: 99%

Untitled

2024

JEMI

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is an interdisciplinary, double-blind peer-reviewed journal, emphasizing theoretical and empirical articles on entrepreneurship, management, and innovation. The journal is published in ELECTRONIC (online first) and PRINT (occasionally) formats. See our website: http://www.jemi.edu.pl.JEMI is an interdisciplinary, focused on economics, business, and management journal that uniquely combines three thematic areas: i) entrepreneurship, including entrepreneurial process, entrepreneurial finance, and SME and entrepreneurship policy; ii) all types of management; iii) innovation, comprising innovation economics, policy, and management. In this vein, the JEMI contributes to economics, business, and management research, as well as business practice and policy in the closely related areas of new venture creation and growth, knowledge generation, retention, appropriation, transfer, and governance, as well as innovation processes and their economic impacts. In a nutshell, our journal addresses the interrelated research fields of entrepreneurial venturing and growth, management, and innovation economics and management. We also acknowledge the context of business venturing, knowledge and innovation, by linking these areas with such background topics as social context of entrepreneurship, environmental and energy issues, human resource migration, or entrepreneurial finance. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALWe welcome articles interpreting contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas (but not limited to): such as strategic management, business process management, operation or production management, human resource management, information management, and network management. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus emphasizes a broad range of topics and approaches, including (but not limited to): comparative analyses of national and regional policy or sector issues, such as R&D trends, patents, citations, etc., empirical studies on within-organization innovation management, viewed from various perspectives (organizational behavior, psychology of creativity, organizational structures, styles of leadership and team-building strategies, promoting creativi...

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Section: Innovation Capabilitymentioning

confidence: 99%

Untitled

2024

JEMI

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“…Collaboration culture helps create an environment in which every individual takes ownership of their work and the collective success of the team. This is accomplished by encouraging open communication, working together as a team, and providing meaningful recognition and rewards (Yousaf et al, 2022).…”

Section: Culture Of Collaboration and Sense Of Ownershipmentioning

confidence: 99%

Moderating Role Collaborative Culture in the Relationship between High Involvement HRM Practices, Knowledge Management Capability, and Innovation Capability

2023

JIBM

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The moderating influence of a collaborative culture on the relationship between High-Involvement Human Resource Management (HRM) practices, knowledge management capability, and innovation capability is investigated in this study. The study collects data from 311 people using a survey instrument and analyses the data using hierarchical regression analysis. Findings: High-Involvement HRM practices positively predict innovation capability, while knowledge management capability positively predicts innovation capability. A collaborative culture also moderates the association between High-Involvement HRM practices and innovation capability, as well as knowledge management capability and innovation capability, according to the study. The findings show that organizations should prioritize implementing High-Involvement HRM practices and creating a collaborative culture to improve their knowledge management and innovation capabilities. Managers can prioritize information sharing, teamwork, and cross-functional cooperation to develop an organizational collaborative culture. Originality/value: This study adds to the current literature by investigating the function of collaboration as a mediator in the relationship between HRM practices, knowledge management, and innovation. The findings shed light on the significance of HRM practices as well as a collaborative culture in fostering innovative potential.

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Artificial intelligence‐based dynamic capabilities and circular supply chain: Analyzing the potential indirect effect of frugal innovation in retailing firms

AL‐khatib,

Ramayah

2024

Bus Strat Env

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Academics and practitioners are increasingly interested in the role of the circular supply chains in maximizing resource use and improving sustainable performance. However, the shift from linear to circular supply chains is still at an early stage and still needs more research. The current study seeks to test the direct effects of artificial intelligence‐based dynamic capabilities on frugal innovation and circular supply chains in a group of retail firms operating in Jordan. The current paper also aims to test the potential indirect effect of frugal innovation. To achieve these objectives, a research framework was developed that explains hypothesized relationships between the previous constructs and was tested empirically through a sample of 212 respondents from the top administrative level in these firms. The casual and quantitative approach was employed to test the hypothetical relationships, and the partial least squares‐structural equation modelling (PLS‐SEM) approach was employed as a tool to analyze the data. The empirical results reported through data analysis showed acceptance of all hypothesized relationships that were hypothesized in this study, as there was a positive effect of both artificial intelligence‐based dynamic capabilities and frugal innovation on circular supply chains. In addition, the mediation was statistically significant, as frugal innovation mediated the relationship between artificial intelligence‐based dynamic capabilities and circular supply chains. This study had a set of interesting contributions at the theoretical and the managerial contributions, as this paper is the first work in the body of the literature that explores these innovative relationships. The current paper also contributed to developing recommendations that would improve sustainable performance in the retail sector by enhancing its dynamic capabilities based on artificial intelligence tools, which leads to strengthening circular supply chains.

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Value Creation through Frugal Innovation, Innovation Capability and Knowledge Sharing in a Circular Economy

Cited by 12 publications

References 55 publications

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Moderating Role Collaborative Culture in the Relationship between High Involvement HRM Practices, Knowledge Management Capability, and Innovation Capability

Artificial intelligence‐based dynamic capabilities and circular supply chain: Analyzing the potential indirect effect of frugal innovation in retailing firms

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