Bottom-up learning, strategic flexibility and strategic change

Yi, Yaqun; Gu, Meng; Wei, Zelong

doi:10.1108/jocm-12-2015-0241

Cited by 25 publications

(26 citation statements)

References 107 publications

(158 reference statements)

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“…Green process innovation explores the application of clean technologies, materials and energy in the manufacturing process, and thus it requires a deep understanding of existing manufacturing tasks and capabilities. Bottom-up learning is the process through which managers gather frontline employees' views (Mom et al, 2007;Yi et al, 2017). Bottom-up learning is a form of information gathering and internal advice seeking (Alexiev et al, 2010); however, it generates heterogeneous views and thus is difficult to integrate (Yi et al, 2017).…”

Section: Information Processing Capabilities and Requirementsmentioning

confidence: 99%

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

Wei

Sun

2021

IMDS

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PurposeThe aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing digitalization on green process innovation, and thus firm performance. The authors also explored how the role of manufacturing digitalization varies with horizontal information sharing, vertical bottom-up learning and technological modularization.Design/methodology/approachFive hypotheses were examined by performing regression analyses on survey data from 334 manufacturing firms in China.FindingsManufacturing digitalization positively affects green process innovation, and thus firm performance. Furthermore, this positive effect is strengthened by horizontal information sharing and technological modularization and weakened by vertical bottom-up learning.Originality/valueThis study extends the literature rooted in the natural-resource-based view by identifying the crucial role of green process innovation and investigating the value of manufacturing digitalization for developing green capabilities in the digital era. It also contributes to this line of research by revealing contingent factors to leverage manufacturing digitalization from the information processing perspective. Furthermore, this study extends information processing theory to the digital context and identifies the interaction of organizational design (vertical bottom-up learning and horizontal information sharing) and digital investment (manufacturing digitalization).

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Section: Information Processing Capabilities and Requirementsmentioning

confidence: 99%

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

Wei

Sun

2021

IMDS

Self Cite

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“…Recently, the unique market environment of emergent economics has gathered a lot of attention among scholars, and some scholars have begun to study the strategic changes of Chinese firms. Wang and Jiang (2017) found that a CEO’s low pay will encourage strategic changes on a larger scale, and Yi et al (2017) found that bottom-up learning is positively related to the speed of strategic changes.…”

Section: Introductionmentioning

confidence: 99%

Environment uncertainty and a firm’s strategic change the moderating role of political connection and family ownership

Wang

Pellegrini

Xue

et al. 2019

JFBM

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Purpose Strategic change is integral to the survival and development of firms. The purpose of this paper is to analyze the impact of environmental uncertainty on a firm’s strategic change and further demonstrates the moderating role of political connection and family ownership on the relationship between environmental uncertainty and a firm’s strategic change. Design/methodology/approach This paper uses the population sample of Chinese firms listed on the Shenzhen Stock Exchange and the Shanghai Stock Exchange from 2008 to 2014 and quantitatively tests hypotheses through correlation analysis, regression analysis and other methods. Findings Environmental uncertainty has a positive effect on the degree of strategic changes made. Political connection and family ownership negatively moderate the impact of the two dimensions of environmental uncertainty (environmental dynamism and environmental munificence) on strategic changes. Originality/value Conclusions enrich the research of other studies on firms’ strategic changes. From an open systems perspective, this paper reveals the influences of external environmental factors on firms’ strategic changes. In addition to this, in analyzing the ways in which environmental uncertainty affects a firm’s strategic change, the research expands the application scope of information processing theory and resource-based view. This paper also provides significant practical observations on firms’ strategic decision making in this area.

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“…To carry out this part of the study, the influence of the components of the knowledge economy on the competitive ness of Ukraine is highlighted. For this purpose, the GCI iso lated quantitative expression of the Inclusive Development Index was considered, which is given the status of a dependent value, which is the driving force of competitiveness (Table 5) [10,11].…”

Section: Tablementioning

confidence: 99%

The impact of knowledge components on the world competitiveness

Tkachenko¹,

Kulaga²,

Kozlovska³

et al. 2021

Nauk. visn. nat. hirn. univ.

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Purpose. To analyze the impact of the knowledge component on the level of global competitiveness of the world. Methodology. The methodological basis of the article is the methods and forms of scientific knowledge adopted in domestic science, such as system approaches, comparative and synthesis methods, methods of abstract logical evaluation, methods of detailing, groupings and generalizations, experts evaluations; dynamics series, logic analysis, paired and multiple correlation techniques. Moreover, the Google Trends search engine was used, since the use of this search tool allowed drawing the following conclusions: searches for both concepts in the world and in Ukraine are substantially different: both concepts in the global space, particularly in countries with a high level of competitiveness, are hardly in demand. Findings. Knowledge as an economic category and practical skill permeates all spheres of human life. Currently, knowledge formation is concentrated within TNCs localized in the developed countries of the world (the USA, Singapore, the EU countries, Japan, and others), which is confirmed by the level of competitiveness of the economy of these countries and high ranking of the knowledge component in it. In the overall rating of competitiveness of the influence of the components of the knowledge economy, Ukraine ranks below average, while science now barely crosses the threshold of performing a sociocultural function and begins to perform a cognitive one. Originality. Globalization processes and technological revolution of recent decades have transformed knowledge and intellectual capital into key drivers of competitiveness in the world. We have formed and studied groups of subjective (regional and state policy, which determines the quality of economic and financial processes, as well as the management of the public sector) and objective (geographic, natural and climatic conditions, the degree of sufficiency in raw materials, infrastructure, and others) factors affecting competitiveness of countries. According to the research results, the use of this approach allows for continuous monitoring of the competitiveness level of social and economic indicators in order to identify and eliminate bottlenecks in various levels of state management. Practical value. The authors approach suggested is recommended to be used by scientific institutes, universities, government bodies and services for monitoring socio-economic indicators included in the groups of objective and subjective factors in order to form a holistic understanding and systematic analysis of the influence of the competitiveness of the knowledge component on different aspects of the countrys social and economic life.

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Bottom-up learning, strategic flexibility and strategic change

Cited by 25 publications

References 107 publications

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

Environment uncertainty and a firm’s strategic change the moderating role of political connection and family ownership

The impact of knowledge components on the world competitiveness

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