Market entry agility in the process of enhancing firm performance: A dynamic capability perspective

Social media empowers small and medium enterprises (SMEs) in engaging with their stakeholders economically and effectively. Social media use affects SMEs operation and knowledge sharing which creates innovation opportunities, speeds time to market, satisfies firm's customers, and improves business performance. Current research aims to explore the impact of social media use on the market entry agility, product innovativeness, reducing the market entry time for the SME and improving the firm performance. Cross-sectional survey-based data was collected from the jewelry crafting SMEs in Bali, Indonesia. The data was analyzed with the covariance-based statistical analysis technique with the SPSS based AMOS 23. The study results identify that social media use and market entry agility significantly impact firm performance. However, product innovativeness insignificantly influences firm performance. Furthermore, the market entry agility mediates for the firm performance so, SMEs need to leverage social media use, and market entry agility enables the dynamic capacity to enhance firm performance. Firms’ level innovativeness capability should be considered as a mediating role but should support another variable to leverage firm performance. The study limitation and future research options are reported at the end.

Structural process model of organizational innovativeness types for sustainability: a dynamic capability perspective

Purpose This paper aims to present an empirical test to analyze a structural process model based on constructs of organizational innovativeness types considering sustainability aspects. It explores interdependency among constructs of organizational innovativeness identified as product, process, behavioral, market, strategic and risk innovativeness. It integrates a dynamic capability perspective to strengthen the existing literature. Design/methodology/approach Sample for data analysis covers 389 managers of firms demonstrating some traits of sustainability orientation and operating in a developing economy like India. Structural equation modeling is applied to test the causal model. Findings Study reveals that risk innovativeness along with strategic innovativeness leads to behavioral innovativeness which further causes product innovativeness and business process innovativeness. Business process innovativeness supports product innovativeness leading to market innovativeness of a firm. Characteristics of organizational innovativeness linked with the risk-taking ability of top management can be a critical differentiating factor between conventional and sustainability-oriented firms. Research limitations/implications The factor of risk innovativeness was applied as per the existing measurement scale and has a scope for further exploration. It also offers an opportunity to reassess organizational innovativeness processes considering sustainability aspects. Practical implications The study may help organizations to develop a systemic approach to evolve and develop business processes linked to organizational innovativeness considering sustainability challenges and uncertain market conditions. Social implications Development of organizational innovativeness considering sustainability aspects may lead to innovative and disruptive products/services leading to mitigate climate change issues, thus helping global societies in long run. Originality/value The study offers common ground linked to the bodies of research related to dynamic capabilities, micro-foundations of dynamic capabilities, innovative capability and sustainability.

Effect of perceived product innovativeness on consumers' product attribute preferences: The mediating role of self-efficacy

On the basis of the structural alignment model, we conducted two experiments to examine the effect of consumers' perceived product innovativeness on their product attribute preferences, and to test the mediating role of self-efficacy. Data were obtained from 263 participants, and the results showed that consumers paid more attention to alignable (vs. nonalignable) attributes when purchasing new products with low (vs. high) perceived innovativeness. Our results enrich previous findings on product innovativeness and the structural alignment model, and provide practical suggestions for enterprises to develop effective marketing strategies for new products.

Nexus between lean operations, eco-product innovativeness, social, green and business performances: an empirical evidence from Ghanaian manufacturing SMEs

PurposeThis paper explores the nexus between lean operations, eco-product innovativeness, social performance, green performance and business performance. Both direct and indirect effects are tested among the variables under consideration in this study.Design/methodology/approachData is garnered from 166 Ghanaian small and medium-sized enterprise (SME) manufacturers. All hypothesized relationships are tested using partial least square-structural equation modeling.FindingsThe results suggest that lean operations has a significant positive effect on eco-product innovativeness, social performance, green performance and business performance. The results further indicate that eco-product innovativeness significantly influences green performance and social performance, but does not significantly influence business performance. The mediation procedure performed shows that eco-product innovativeness plays a complementary partial mediation role between lean operations, social performance, green performance and business performance.Practical implicationsThe study provides enough evidence that informs managers that the application of lean operations should be a necessity instead of an afterthought when pursuing their sustainable performance targets. The study specifically enlightens Ghanaian managers and those in similar environs to substantially invest in lean operations to achieve eco-product innovativeness and contribute to the survival of the manufacturing sector.Originality/valueIn addition to expanding lean operations and environmental management literature, the study happens to be among the scant studies that has verified the direct and indirect effects between lean operations, eco-product innovativeness, social, green and business performances.

Top management service commitment and new product development in manufacturing firms: the moderating role of dysfunctional competition

Purpose This paper aims to investigate how top management service commitment (TSC) affects two dimensions of new product development (NPD), speed and product innovativeness, and to examine how dysfunctional competition moderates the effects in emerging economies. Design/methodology/approach Data were collected from 151 high-tech manufacturing firms in China. In one firm, two different top managers were surveyed to reduce the common method variance. The authors used the seemingly unrelated regression approach to test the hypotheses. Findings First, TSC negatively influences product innovativeness, an effect that dysfunctional competition attenuates. Second, despite not being significantly positive as hypothesized, the direct effect of TSC on NPD speed remains positive when dysfunctional competition is high rather than low. Third, the findings reveal that product innovativeness increases firm performance, but NPD speed shows no similar effect. Practical implications First, top managers should pay attention to the synergistic effect between industrial services and product businesses. Second, manufacturing firms in developing countries need to implement servitization when facing unlawful competitive behaviors. Originality/value In literature, the effect of industrial services on NPD is unclear. The present study enriches literature by connecting servitization with NPD and by focusing on the importance of top managers to the implementation of servitization. In addition, the authors extend the servitization literature to emerging economies and thereby provide significant insights into this context.