Asymmetric roles of business ties and political ties in product innovation

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

“…Innovation can influence the long-term viability of a business, as well as social and economic change (Wu, 2011). However, factors such as goal clarity, time availability, resources, equipment, services and autonomous work environment are required for adoption of innovative ideas (Yuan & Woodman, 2010).…”

“…Indeed, large traditional organizations are encouraged to adopt entrepreneurial behavior in order to ameliorate their performance. Entrepreneurial behavior adds value to an organization as it affects the way in which bureaucracy is confronted and strategic vision is envisaged, forming a more energetic environment characterized by a change of orientation (Wu, 2011). Leadbeater and Goss (1998) espouse the opinion that there is much more entrepreneurship in the public sector than it is actually believed.…”

Foresight capabilities and SME product/service adaptiveness: the moderating effect of industry dynamism

“…These practices enable them to strategically adapt their products and services in response to market dynamics. The study also established that SMEs do not depend only on developing network ties in order to understand the external environment and be able to react to changes in the external environment (Gilmore et al, 2001;Wu, 2011). They are able to develop foresight techniques and practice activities.…”

“…Some of these stakeholders include, competitors, customers, suppliers and politicians (Peng and Luo, 2000;Wu, 2011). Such networks also help SMEs proactively and strategically posture themselves as well as adapt their products/services for good performance (Moreno and Casillas, 2008).…”

“…Such networks also help SMEs proactively and strategically posture themselves as well as adapt their products/services for good performance (Moreno and Casillas, 2008). Scholars have suggested that SMEs have substantial constraints which inhibit their ability to use a wide range of foresight practices or techniques and therefore rely heavily on developing network ties in order to understand the external environment and strategically adapt to changes in the external environment (Gilmore et al, 2001;Nyuur, 2015;Wu, 2011). Moreover, SMEs are found to struggle in using more complex foresight techniques and therefore tend to use networking and other simple foresight methods such as brainstorming, desk research, and expert interviews for monitoring and understanding the business environment (Jannek and Burmeister, 2007;Johnston et al, 2008).…”