Examining learning strategies, creativity, and innovation at SMEs using fuzzy set Qualitative Comparative Analysis and PLS path modeling

Naser, Valaei; Rezaei, Sajad; Ismail, Wan Khairuzzaman Wan

doi:10.1016/j.jbusres.2016.08.016

Cited by 121 publications

(123 citation statements)

References 67 publications

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“…The main empirical contribution of this paper is the combination of quantitative and qualitative methods to explain sustainable PIP in firms [57]. Few mixed method studies have offered both a quantitative and qualitative comparative analysis of PIP [32,53,57]. Therefore, this paper presents a complete study on the antecedents and paths to sustainable PIP.…”

Section: Methodsmentioning

confidence: 99%

“…Research as a way of knowing, interpreting, and transforming reality cannot ignore the constant demands of an increasingly unstable, complex, and diverse business world; hence, for some researchers [32,53,58], the two traditional research approaches (qualitative and quantitative) fall short in the resolution of problems and situations that require new perspectives. In this context, the application of mixed methods approaches is important, and it allows us to exploit the strengths of both approaches to achieve more complete understandings of economic, social, and environmental problems [59].…”

Section: Mixed Methods Approachmentioning

confidence: 99%

“…Finally, participative decision-making refers to the level of influence that employees have in the process. A degree of ambiguity and inconsistency still surrounds the question of how OLC affects PRAC and sustainable PIP [32]. Accordingly: Hypothesis 3.…”

Section: Organizational Learning Capabilitymentioning

confidence: 99%

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The Triple Bottom Line on Sustainable Product Innovation Performance in SMEs: A Mixed Methods Approach

2019

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Small- and medium-sized enterprises (SMEs) contribute enormously to a country’s sustainable growth. Developing the pathways that lead to sustainable innovation in SMEs represents an important aspect of the business world and society. The aim of this article is to verify the relations and pathways that lead to sustainable product innovation performance while considering all three pillars of the Triple Bottom Line Approach. This study used a mixed methods approach to identify the antecedents of sustainable product innovation performance. Our approach applied structural equation modeling and fuzzy-set qualitative comparative analysis. The structural equation model was used to measure the effects of the three pillars of the triple bottom line: economic, social, and environmental developments. The structural equation model was also designed to account for the firm’s type (Public Limited Companies vs. General Partnerships). Using the structural equation model, we determined whether a firm’s type moderates the effects of the three pillars. Furthermore, using fuzzy-set qualitative comparative analysis, we identified alternative configurations of conditions and determined those that are likely to lead to sustainable product innovation performance and those that result in its absence. The sample comprises data from 349 Portuguese small and medium enterprises. The findings show that social and environmental developments are two important antecedents for product innovation performance, and they contribute to different pathways that lead to product innovation performance. In addition, in General Partnerships, human resource costs are important for sustainable product innovation performance. Therefore, the results of both the quantitative and qualitative analyses underline the relevance of the triple bottom line approach to product innovation performance.

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Section: Methodsmentioning

confidence: 99%

Section: Mixed Methods Approachmentioning

confidence: 99%

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The Triple Bottom Line on Sustainable Product Innovation Performance in SMEs: A Mixed Methods Approach

2019

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“…Recent research highlights the importance of MSMEs in employment creation, poverty alleviation and economic development in both developed and developing economies (Asah, Fatoki & Rungani, 2015;Isaga, Masurel & Van Montfort, 2015;Massa, Farneti & Scappini, 2015;Yazdanfar & Öhman, 2015;Gherhes, Williams, Vorley & Vasconcelos, 2016;Jitmaneeroj, 2016;Padachi & Bhiwajee, 2016;Valaei, Rezaei & Ismail, 2017). However, the biggest challenge which some MSMEs face is being able to sustain their performance, and hence succeed and survive (Ates, Garengo, Cocca & Bititci, 2013;Lampadarios, 2016).…”

Section: Introductionmentioning

confidence: 99%

A Review of Critical Success Factors Which Drives the Performance of Micro, Small and Medium Enterprises

Mabhungu¹,

Poll²

2017

IJBM

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The survival of Micro, Small and Medium Enterprises (MSMEs) depends on their ability to effectively manage the factors that affect their performance. The study identifies through literature review, the various factors that may be critical to the success of MSMEs in the retail sector, and therefore enhance their survival. Identification of Critical Success Factors (CSFs) is important in that it may bring to the attention of MSMEs those CSFs which need to be focused on in order to operate in a profitable and sustainable manner. Owner/manager commitment, employee commitment, business planning, innovation, management of costs, customers, suppliers, information, revenue, competitors, sources of finance, enterprise's pool of resources and conformance to regulations were identified as some of the CSFs which influence the success and survival of MSMEs. The study is informed and guided by the stakeholder theory. The research lays a foundation for future study on performance measurement framework for MSMEs in the retail sector.

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“…As exploration and exploitation are intertwined (Powell, Koput & Smith-Doer, 1996), organizational learning remains a function of both access to new knowledge as exploration and the ability to build on such knowledge as exploitation (Crossan et al, 1999;Ho & Lu, 2015;Holmqvist, 1999;March, 1991). Researchers state that a balance of both exploration and exploitation needs to be achieved in order for organizations to achieve success (Crossan et al, 1999;Holmqvist, 2003;March, 1991;Valaei, Rezaei & Ismail, 2017). Levinthal and March (1993) agree that organizations must "engage in sufficient exploitation to ensure its current viability and at the same time…devote enough energy to exploration to ensure its future viability" (p. 105).…”

Section: Inter-organizational Networkmentioning

confidence: 99%

Idea implementation from an inter-organizational network

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Examining learning strategies, creativity, and innovation at SMEs using fuzzy set Qualitative Comparative Analysis and PLS path modeling

Cited by 121 publications

References 67 publications

The Triple Bottom Line on Sustainable Product Innovation Performance in SMEs: A Mixed Methods Approach

The Triple Bottom Line on Sustainable Product Innovation Performance in SMEs: A Mixed Methods Approach

A Review of Critical Success Factors Which Drives the Performance of Micro, Small and Medium Enterprises

Idea implementation from an inter-organizational network

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