How does adaptability drive firm innovativeness?

Tuominen, Matti; Rajala, Arto; Möller, Kristian

doi:10.1016/s0148-2963(02)00316-8

Cited by 151 publications

(132 citation statements)

References 29 publications

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“…Adaptive capability can guide the way a firm interacts with external entities such as market scanning [14,23], customers, competitors, and technology scanning [14,24,25], and also help manage and reshape internal entities such as change management and resilience [26][27][28]. Furthermore, the reconfiguration of resources is focused through adaptive capabilities, which in turn enable processes to respond to peripheral changes [29]. Under this perspective, dynamic managerial capability plays a vital role, as the management seeks to reconfigure and modify existing organizational capabilities in an environment where limited and time-bound information is available both on the firm's capabilities and on the nature of environmental change [30].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

2017

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Abstract:The aim of this study is to empirically explore and propose a rigorous model for the positive impact of managerial capability (in terms of decision-making, management style, people development, and succession planning) and adaptive capability (in terms of horizon scanning, change management, and resilience) on organizational innovation in the context of small and medium-sized enterprises (SMEs). The study uses partial least squares structural equation modeling (PLS-SEM) to test the model hypotheses, and importance-performance matrix analysis (IPMA) to provide information regarding the significance and relevance of the dimensions of managerial and adaptive capability in explaining organizational innovation in the proposed model. The empirical data is gathered through questionnaires from 210 SMEs. The results show a strong and significant relationship between managerial capability, adaptive capability, and organizational innovation. This study found that all of the dimensions of managerial capability and adaptive capability help to develop and improve the performance of organizational innovation in SMEs. The study concludes with a comprehensive discussion of the research limitations, and provides suggestions for future research.

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Section: Introductionmentioning

confidence: 99%

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

2017

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“…Interviews were recorded (with interviewee permission) with an Olympus DS-5000 digital voice recorder and transcribed using Dragon The interview guide included questions about maple producers' perceptions of climate change, the characteristics and structure of their businesses, their businesses' products and services, the use of up-to-date technology, and the adaptability (i.e., resiliency) of their sugar bush. Interview questions related to adaptability, dependence, and connections (Table 1) Tuominen et al (2004);and Walker and Brown (2004). Questions regarding business characteristics and maple production were derived from an interview guide provided by Dr. Brenda Murphy of Wilfred Laurier University, Ontario, Canada.…”

Section: Applied Research Methodsmentioning

confidence: 99%

“…Adaptability is a business's ability to respond technologically to change, to be flexible in terms of its customer base (i.e., its market focus), and to have a management structure that can respond to change (Tuominen, Rajala, & Möller, 2004). According to Walker and Ruekert (1987), a high degree of adaptability in a business is essential since firms unable to adapt and innovate often fail.…”

Section: Literature Reviewmentioning

confidence: 99%

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Adapting to Climate Change: Perceptions of Maple Producers in New York and Vermont

Kuehn

Chase

Sharkey

2017

J. Agric. Food Syst. Community Dev.

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Maple production is an important part of local food systems in the Northeastern U.S. and Canada, where producers rely on maple as a source of income and as the basis for longstanding family and community traditions. Like many other sectors of the food system, maple production is vulnerable to climate change because of its potential impacts on forest type, tree health and vigor, and timing of sap flow. Since maple producers depend on the health of sugar maples for their livelihood and cultural traditions, adapting to changes in maple production will likely be necessary in the future and will require planning. The goal of this study is to assess the perceptions of maple producers and engage them in the development of strategies for adapting to the potential impacts of climate Authors' NotesBasic results of the interviews for this study have been presented at the Northeastern Recreation Research Symposium (see Sharkey, Kuehn, & Chase, 2015). Most of the interview information presented herein has not been previously presented.Results from this study have also been made available through an online ESF report (see Kuehn, Chase, Sharkey, & Powers, 2016).Journal of Agriculture, Food Systems, and Community Development ISSN: 2152-0801 online http://www.foodsystemsjournal.org 44Volume 7, Issue 3 / Spring-Summer 2017 change. The mixed methods research approach for this study included interviews and a survey of maple producers in the Northern Forest region of New York and Vermont. Results indicate that more than half of the maple producers who responded to the survey expressed concerns about climate change, and more than two-thirds had already made or were planning to make modifications to their businesses. Two factors that were identified as most important to respondents when assessing adaptability to climate change are resiliency of the maple producers' sugar bush and the producers' ability to adopt new technologies. These findings are not just relevant for maple production; they have important implications for climate change adaptation of food systems.

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“…Firm innovativeness refers to organization's capacity and willingness to innovate-to create or adopt innovations and implement them successfully (Tuominen, Rajala, & Möller, 2004). Innovativeness is distinct from yet embedded in its cultural settings (Azadegan & Dooley, 2010;Golgeci & Ponomarov, 2013).…”

Section: Innovativenessmentioning

confidence: 99%

How does cultural intelligence influence the relationships between potential and realised absorptive capacity and innovativeness? Evidence from Poland

Gölgeci

Światowiec-Szczepańska

Raczkowski

2016

Technology Analysis & Strategic Management

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Cultural intelligence underpins the interaction between firms and their cultural environments as the domain of external sources that are explored and utilized for innovation through absorptive capacity. This research seeks to answer the question of if and how cultural intelligence moderates the links between innovativeness and potential and realized absorptive capacity. We test our hypotheses based on data from 215 firms operating in Poland. We demonstrate that cultural intelligence strengthens the linkage between potential absorptive capacity and innovativeness that highlights cultural intelligence as an important enabler of exploring new and diverse external knowledge sources. We discuss cultural intelligence concept in relation to strategic management and reveal its contingent role in innovativeness.

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How does adaptability drive firm innovativeness?

Cited by 151 publications

References 29 publications

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

Adapting to Climate Change: Perceptions of Maple Producers in New York and Vermont

How does cultural intelligence influence the relationships between potential and realised absorptive capacity and innovativeness? Evidence from Poland

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