Effects of emotional healing on organisational learning and radical innovation: a leadership-based approach

PurposeThe objective of this study was to provide empirical evidence of the relationship between emotional healing, analysed as a leader behaviour and radical innovation.Design/methodology/approachTo test the hypotheses, structural equations were used, with organisational learning capability as an explanatory variable. The study was conducted in a population of 402 Spanish companies. A sample frame of 292 questionnaires was obtained from 146 different organisations. The fieldwork took place in two stages, in 2010 and again in 2015.FindingsResults confirm the hypotheses proposed in the model. Emotional healing promotes organisational learning capability and, in turn, radical innovation.Practical implicationsOur results provide some guidelines for companies that are trying to develop radical innovations by improving the workplace conditions.Originality/valueTo our knowledge, there are no previous studies which studied the relationship between emotional healing and its effect on radical innovation. Therefore, providing empirical evidence of such a relationship is the main contribution of this paper.

The barriers and facilitators of radical innovation implementation in secondary healthcare: a systematic review

PurposeThis study aimed to identify the barriers and facilitators related to the implementation of radical innovations in secondary healthcare.Design/methodology/approachA systematic review was conducted and presented in accordance with a PRISMA flowchart. The databases PubMed and Web of Science were searched for original publications in English between the 1st of January 2010 and 6th of November 2020. The level of radicalness was determined based on five characteristics of radical innovations. The level of evidence was classified according to the level of evidence scale of the University of Oxford. The Consolidated Framework for Implementation Research was used as a framework to classify the barriers and facilitators.FindingsBased on the inclusion and exclusion criteria, nine publications were included, concerning six technological, two organizational and one treatment innovation. The main barriers for radical innovation implementation in secondary healthcare were lack of human, material and financial resources, and lack of integration and organizational readiness. The main facilitators included a supportive culture, sufficient training, education and knowledge, and recognition of the expected added value.Originality/valueTo our knowledge, this is the first systematic review examining the barriers and facilitators of radical innovation implementation in secondary healthcare. To ease radical innovation implementation, alternative performance systems may be helpful, including the following prerequisites: (1) Money, (2) Added value, (3) Timely knowledge and integration, (4) Culture, and (5) Human resources (MATCH). This study highlights the need for more high-level evidence studies in this area.

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

Purpose The purpose of this paper is to identify the effect of radical innovation and incremental innovation on the competitive advantage of Jordanian industrial companies and identify the moderating role of technological intensity. Design/methodology/approach For this study’s purposes, 303 questionnaires from employees of 30 manufacturing firms were analysed. Convergent validity and discriminant validity tests were performed through structural equation modelling in the Smart-PLS programme. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. Multi-group analysis was performed to investigate the moderating role of technological intensity. Findings Empirical results showed that both radical innovation and incremental innovation explain 60.2% of the variance in competitive advantage and that both constructs have a statistically significant effect on competitive advantage. The results also revealed that the relationship between radical innovation and competitive advantage is modified through the high-tech industries. Meanwhile, the relationship between incremental innovation and competitive advantage is modified through the low-tech industries. Research limitations/implications This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalization of its results and the results are limited to one country, Jordan. Practical implications This study promotes the idea of focusing on radical and incremental innovation to enhance competitive advantage in the Jordanian manufacturing sector and knowing the effect of technological intensity in this relationship. Originality/value This study has important implications for leaders in the Jordanian manufacturing sector in general, as the study highlights the importance of radical innovation and incremental innovation to enhance the competitive advantage, especially in light of the technological intensity in this sector, and thus, increase the innovative capabilities of this firms, which leads to an increase in the level of competitive advantage.

Organizational unlearning, knowledge generation strategies and radical innovation performance: evidence from a transitional economy

Purpose Empirical results remain unclear as to whether organizational unlearning can improve radical innovation performance. The purpose of this study is to investigate how, and under which conditions, organizational unlearning influences firms’ radical innovation performance. Design/methodology/approach Drawing on the knowledge-based view, this study develops a theoretical model that hypothesizes a positive relationship between organizational unlearning and radical innovation performance, which is mediated by knowledge generation strategies. It also proposes that the impact of unlearning on knowledge generation strategies will be moderated by dysfunctional competition. Using survey data from 191 Chinese manufacturing firms, the hierarchical regressions were used to test the hypotheses. Findings The empirical results show that organizational unlearning not only impacts radical innovation performance directly, but also indirectly affects radical innovation performance through two distinct types of knowledge generation strategies: (internal) knowledge creation and (external) information searching. Moreover, dysfunctional competition plays a dual role, strengthening the positive relationship between organizational unlearning and information search and weakening the positive relationship between organizational unlearning and knowledge creation. Research limitations/implications The present research broadens the understanding of how to promote radical innovation performance, which has great potential to improve the performance of firms on the market. Specifically, it deepens the knowledge of how organizational unlearning facilitates radical innovation performance by focusing on two distinct types of knowledge generation strategies as the crucial links, and enriches existing literature on the effectiveness of organizational unlearning in a dysfunctional competitive environment. Practical implications Practicing organizational unlearning for firms’ long-term success requires firms to develop and implement appropriate knowledge generation strategies in accordance with the characteristics of market competition in their operating environment. Originality/value This study offers new insights into how and under what conditions organizational unlearning affects radical innovation performance, enhancing the understanding of how organizational unlearning can be implemented to drive firm radical innovation.

Exploring the Formation Mechanism of Radical Technological Innovation

This paper identifies three stages in the radical technological innovation process, namely formation process in niches, breaking out of niches and entering regimes, and new regime formation. It then adopts Multi-level Perspective (MLP) to explore the formation process, operating mechanism, breakthrough path, and impact factors of radical technological innovation. A three-phase model, which includes formation of radical innovation, breakout of radical innovation, and new regimes construction, is proposed to analyze radical technological innovation. The model is adopted in a case study to analyze the leapfrogging development of technologies in China’s mobile communication industry. This paper enriches technological innovation theory and provides supports for policy making and guidance for industries/enterprises practices regarding technological innovation in emerging economies.