The interplay of open innovation and strategic innovation: Unpacking the role of organizational learning ability and absorptive capacity

We explore the open innovation research model in order to remove barriers in service organizations, where lack of knowledge is the main barrier to innovation. The purpose of this paper is to propose a research model exploring the relationship between open innovation, organizational learning ability, absorptive capacity, and strategic innovation. In this study, we collected data from 330 pharmaceutical companies in Lahore and Karachi (Pakistan). The Structural equation model analysis was used through analysis of moment structures and statistical package for the social sciences to check the relationship between the variables. The results reveal that hypotheses related to innovation have been accepted. The findings of this study are evidence that various types of open innovation have different effects on strategic innovation. The inbound and outbound open innovation directly affects strategic innovation; the mutual effect of exploitative learning ability and explorative learning ability between open innovation and strategic innovation have indirect effects. Similarly, the empirical findings of absorptive capacity also significantly impact open innovation and organizational learning ability. This study contributes to the theory by introducing exploitative and explorative learning abilities as mediators between open innovation and strategic innovation. Moreover, it analyzes how absorptive capacity may enhance learning abilities through the open innovation phenomenon. Practically, this study would help the managers understand and improve organizational productivity and gain competitive advantage by creating, sharing, and utilizing knowledge through internal and external avenues.

The strategic innovation under information technological turbulence: the role of organisational resilience in competitive advantage

Purpose This study aims to propose a structural model drawing from the theoretical literature, extending the relative research fields to the competitive strategy. The empirical results involve data collection of 582 data that represents various enterprises in the Indonesian context. The authors develop four scenarios of strategic innovation based on the empirical findings, which extend the discussion on the concept of competitive strategy. Design/methodology/approach This paper aims to examine the impact of organisational resilience and marketing communication on competitive advantage through new product development under information technological turbulence. Findings The results indicate that product development is less effective to firm competitive advantage during the high information technological turbulence than during low information technological turbulence. This study shows that organisational resilience and marketing communication help firms achieve a competitive advantage. The authors also identify four scenarios for strategic innovation, drawing from empirical results. Originality/value This paper extends the literature of resource-based views by proposing a model that concerns product development as the primary determinant of competitive advantage. In addition, this study discusses the intersection between the concept of dynamic capability and contingency theory by examining how firms deal with information technological turbulence.

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.

Innovation in public policies: a bibliometric study for new research

Objective: To carry out a mapping of studies on innovation and public policies, presenting an overview of the scientific discussion on the topic to suggest proposals for future studies.Design / methodology / approach: A bibliometric study, through exploratory factor analysis, with the objective of identifying the path that the phenomenon takes. For this, we use the techniques of citation, co-citation and bibliographic coupling.Originality: Given the economic, social and technological importance of innovation, public policies appear as engines of the development of innovation, thus reinforcing the need to identify unexplored paths through the mapping of studies on the theme to identify unexplored paths.Results: We identified the basis on which the theme studied was developed. Thus, three factors were observed: Economic Development, Innovation Ecosystems and State Participation. In the coupling analysis, we identified four factors, namely: Entrepreneurship, Changes in Public Policies, Networks and Clusters and Knowledge Source. Looking to the future, some study trends were presented, highlighting a new research agenda.Theoretical and methodological contributions: We present some study trends on innovation and public policies, warranting a new research agenda.Management contributions: This research enables managers and decision makers to understand the aspects regarding the theme, so that they can develop strategic innovation actions with the support of public policies.

Applying the Nursing Ecosystem Concept to Developing Strategic Innovation and Entrepreneurial Leadership for Valued Patient Care

Research confirms entrepreneurial leadership encourages entrepreneurial behaviour and an entrepreneurial culture supports the development of ‘entrepreneurial mindset’. Nurses implementing and optimizing information technology need to work with numerous stakeholders that collectively make up their ecosystem. Indeed, nurses with an entrepreneurial mindset increase their ability to sense opportunities and mobilize the resources and knowledge required to seek’ informatics’ opportunities to deliver patient centred care across the whole ecosystem.

L’impresa significante fra tradizione e innovazione

This study explores the idea of a significant business, framing it through the key concepts that define it and illustrating it through a case study that narrates the evolution of a century-old company. Born as an intellectual response to the economic and financial crisis of 2008, the significant business is conceived as an entity capable of enduring over time through the creation of value and its distribution within the community in which it operates. The significant business should be also aware of its own identity and of the need to innovate itself over time considering the synergies and the collaborations that the territory offers, to continue to create wealth. This contribution is part of a series of works that, resulting from numerous action-research projects coordinated by Professor Carlo Bagnoli, have seen as protagonists the companies and their strategic innovation. The starting point of many of these projects is the Manifesto of the Significant Company (Bagnoli et al. 2015), which aims at imagining a business model able to explore and innovate the company to increase its competitiveness, and also to restore meaning to the company itself, through the definition of its own identity. Contributing to previous works, this book explores the idea of significant enterprise by adopting a business and a historical perspective. The first part of the book deals with the business perspective, to introduce the value model commonly used in action research studies undertaken by the spin-off Strategy Innovation of Ca’ Foscari University of Venice, and to describe the specific model of a significant business. The second part of the book narrates the story of a centuries-long business, Barovier&Toso, exploring its evolutions. Focusing on the different perspectives that shaped the key concepts and narrating the path followed by a centenary company, this work hopes to shed further light on this fascinating theme together with the reader.

Strategic Innovation Management (SIM) Practices and the Efficiency of State Owned Enterprises Perspective from Mexico City, Mexico

Strategic Innovation Management is critical for firms that are in pursuit of improved efficiency and their reward is often an increase in their profits and their market share. Process of Strategic Innovation Management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process innovation is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic Innovation Management is contributor to creation of new markets and products for the market, however even after the benefits of Strategic Innovation Management has been established the impact of Strategic Innovation Management on efficiency of State Owned Enterprises has remained misunderstood. The specific objectives of the study were; to establish the effect of Service innovation on the efficiency of State Owned Enterprises in Mexico City, to establish the effect of product innovation on the Efficiency of State Owned Enterprises in Mexico City. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that innovation had positive and significant influence on the efficiency of State Owned Enterprises. It was recommended that innovation information should be available particularly to regulatory and advisory bodies for guidance to the State Owned Enterprises on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since innovation leads to improved financial efficiency. Keywords: Product Innovation, Service Innovation, Efficiency.

Application of RBF model in the relationship between organisational innovation and organisational performance of HEM enterprises

With the increasing dynamics of the environment, the organisational innovation of high-end equipment manufacturing (HEM) enterprises has attracted more attention. This paper introduces a radial basis function (RBF) neural network to establish a model of the effect of organisational innovation on organisational performance (OP). Organisational innovation includes five dimensions: strategic innovation, structural innovation, cultural innovation, institutional innovation and process innovation. Through the modelling results, we know that all dimensions of organisational innovation have an effect on performance. According to the degree of impact, they are strategic innovation, structural innovation, process innovation, cultural innovation and institutional innovation.