A dynamic capabilities-based framework of organizational sensemaking through combinative capabilities towards exploratory and exploitative product innovation in turbulent environments

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

“…At the same time, this investigation gives important clues on how companies and their managers may take advantage of their dynamic capabilities. In addition to the intrinsic value and importance of dynamic capabilities, specific capabilities like innovative and managerial capabilities, associated with a strategic orientation, may help companies take a better advantage of their resources and boost performance and competitiveness (Cheng & Chen, 2013;Sheng, 2018). Investments on new resources and the reinforcement of dynamic capabilities are an important step but only if companies develop their capabilities to better operate these resources and transform them in effective competitiveness.…”

Boundary‐spanning search and firms' green innovation: The moderating role of resource orchestration capability

“…Knowledge acquired by boundary‐spanning search does not provide direct benefit for firms, and the firm's current knowledge and capability determine how much external knowledge can be utilized by the firm (Fabrizio, ). As Sheng () found, the capability of orchestrating knowledge resources is vital for firms' exploitative and exploratory innovations. Similarly, Huang, Yang, and Wong () suggested that green capability plays an important role for firms to adopt green product innovation.…”

“…We also suggest that resource orchestration capability moderates the link between boundary-spanning search and green innovation. Unfortunately, when studying the innovation process, prior research mostly focused on firms' absorptive capability (Flor, Cooper, & Oltra, 2018;Pacheco et al, 2018;Sheng & Chien, 2016), combinative capability (Sheng, 2017), and social media capability (Benitez, Castillo, Llorens, & Braojos, 2018) but neglected resource orchestration capability. As an important capability to facilitate green innovation, resource orchestration capability deserves more research, and it may help to explain the contradictory results between boundary-spanning search and innovation.…”

The Role of Entrepreneurial Leadership and Configuring Core Innovation Capabilities to Enhance Innovation Performance in a Disruptive Environment

“…Therefore, the disruptive environment factors are an enacted disruptive environment, as perceived by individuals in the organisation. It is also reflected by individuals' entrepreneurial mindset when looking or sensing the business organisations or so-called organisational sensemaking (Weick, 1995) which is the continuous process through which a firm seeks, construes, and responses on information about its environment (Weick, 1995;Sheng, 2017). Therefore the disruptive environment is a proxy of entrepreneurial mindset affected by dynamic or disruptive changes due to technology advancement and disruptive innovation that make the existing market, industry, or technology irrelevant and create a new normal.…”