Bricolage as a path towards organizational innovativeness in times of market and technological turbulence

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>Companies need guidance on how to operate in turbulent environments to improve their innovative performance. However, few studies have been done specifically about how to market and technological turbulence affects the innovative performance in emerging markets. This paper aims to propose model with market turbulence, technological turbulence and firm’s bricolage behavior as antecedents of organizational innovativeness.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>Two conceptualizations of the role of environmental turbulence are examined as follows: that market turbulence and technological turbulence are established as direct antecedents to organizational innovativeness performance; and the model has a mediating effect through the bricolage behavior. In this sense, the strengths of the paths differ depending on the presence of bricolage. Data were collected from 215 firms operating in Brazil, analyzed using the partial least squares (PLS)-structural equation modeling (SEM) technique as a quantitative method to test the hypotheses.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The results indicate that the mediating effect evidenced by the bricolage behavior was supported. In other words, the path from market and technological turbulence to organizational innovativeness is significantly better when permeated by bricolage behavior in the organization.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>It can be suggested to conduct similar research with larger sample size and applying control variables such as the size of the company, as smaller companies have less access to resources and maybe the engagement in bricolage can be even more substantial for them to keep innovating and to remain competitive in times of turbulence.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Some managerial recommendations and implications are provided. Managers should recognize the possible improvements in the organizational innovativeness development by actively including the bricolage behavior among their companies’ activities.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The theoretical contribution to the academic knowledge lies in corroborating with previous studies, which pointed out that bricolage has an influence on a firm’s innovativeness and some studies, which address perspectives in the organizational learning field.</jats:p> </jats:sec>

Adoption of Ubiquitous CRM for Operational Sustainability of the Firms: Moderating Role of Technology Turbulence

“…Obviously, the link between operational sustainability and firm performance is affected by the technology turbulence (TT), which impedes a firm's technological advancement. This concept is in consonance with other studies [37,38], according to which firms cannot ignore the technological turbulence and must respond promptly to market changes. Now, the effects of the moderator TT on the linkage H4 will be discussed and illustrated with graphs, as shown in Figure 3.…”

“…However, the rapid development of technology invites the menace of technology turbulence, which impedes firms from exhibiting better performance even after they achieve better operational sustainability [35,36]. Therefore, technology turbulence also needs to be addressed to ensure effective firm performance [37,38].…”

“…Initiatives in technological development are adversely affected by technology turbulence, which lowers the speed of technological growth [35]. Technology turbulence affects frequent changes in processes and it causes unpredictability [38]. It also impacts on practices that firms follow for technological changes [37] and affects the alteration of new products [77].…”

Assessing the mediating effect of sustainable competitive advantage on the relationship between organisational innovativeness and firm performance

“…CA could be sustained for a long time when a firm has a manpower that is difficult to be imitated or replaced by its rivals in the industry. The absence of abundant resources at the disposal of many firms clearly hampers their ability to innovate or engage in OI (Santos et al , 2020). The theory places emphasis on developing distinctive, inimitable and unsubstitutable resources as well as a dynamic way to integrate those resources to yield SCA and performance for SMEs.…”

The effect of the COVID-19 crisis on the perception of digitisation in the purchasing process: customers and retailers perspective

“…As mentioned above, the approach of an entrepreneur to customers is based on both his/her idea of the form of the company and market conditions, where growing competition creates pressure to apply new approaches. Rapid radical changes and an overall turbulent environment can play an important role here (Doern et al, 2019;Ratten, 2020;Santos et al, 2020), as shown in the past. For example, by the impact of oil shocks on the usage of cars in a short-term view (Sachs, 2008) or even on the preferences of customers that made the producers introduce passenger cars with lower fuel consumption in a long-term perspective (Mogridge, 1978).…”