Disruptive innovation and dynamic capabilities in emerging economies: Evidence from the Indian automotive sector

Do political connections matter for firm innovation? Evidence from emerging markets in Central Asia and Eastern Europe

“…Commonly, radical innovation is characterized by an entirely new set of performance features, improvements in known performance of 5% to 10%, and at least a 30% reduction in associated costs (Leifer et al 2000). Radical innovations are able to transform existing markets or create new ones, hence following more closely the creative destruction process envisioned by Schumpeter and others (Pandit et al 2018). However, this definition is only able to identify a radical innovation ex-post.…”

Connecting big data management capabilities with employee ambidexterity in Chinese multinational enterprises through the mediation of big data value creation at the employee level

“…The internationalisation path of latecomers is shaped by their ability to access new resources through insertion (linkages) into global value chains and benefitting from the insertion (leverage, and learning) (Nuruzzaman, Singh, and Pattnaik 2018;Pandit, Joshi, Sahay, and Gupta 2018;Kumaraswamy et al 2012; Nguyun and Diez 2019; Xie and Li 2018).…”

“…interdisciplinary literature including catch-up and innovation(Fu, Pietrobelli, and Soete 2011;Mathews 2006;Nuruzzaman, Singh, and Pattnaik 2018;Pandit, Joshi, Sahay, and Gupta 2018;Zeng and Williamson 2007), institutional theories (Casson and Wadeson 2018; Corredoira and McDermott 2014; McDermott and Corredoira 2009; Meyer and Peng 2005; Peng et al 2018; Xie and Li 2018), evolutionary perspectives in management (Fleury and Fleury 2014; Herrigel, Wittke, and Voskamp 2013; Guo and Zheng 2019; Kumaraswamy et al 2012; Nguyun and Diez 2019; Xie and Li 2018), strategic management (Cooke et al 2018; Lahiri and Kedia 2009, 2011; Lahiri, Kedia, and Mukherjee 2012) and international marketing (Jean, Sinkovics, and Cavusgil 2010; Jean, Kim, and Sinkovics 2012; Sinkovics et al 2011) among many more.…”

The influence of digital leadership on innovation management based on dynamic capability: Market orientation as a moderator

“…Hence, many enterprises develop intensive knowledge on processes to speed up decision-making and their effectiveness, flexibility, automation, and smart digitization (Gerlitz, 2015;Zhang et al, 2015). The Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) paradigm reflects the turbulence in the market (Pandit et al, 2018), which impacts on and may change strategic leadership, organization, and innovation. The market becomes turbulent due to digital technology, resulting in leadership that is a dynamic or continuous learning process in optimization and adaption to deal with the complexities ( Maurice, 2013;Chidoko and Mashavira, 2014;Yuliansyah, 2015;Kadasala, et al 2016;Cockburn & Smith, 2016).…”