Innovation and Value Creation

Johannessen, Jon-Arild; Stokvik, Hanne

doi:10.1108/978-1-78769-635-820181004

Cited by 4 publications

(4 citation statements)

References 16 publications

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“…The form of the social integration mechanism is multidimensional. However, until By combining formal and informal mechanisms, this study focuses on the social integration behavior of the founders as TMTs (Venugopal et al, 2017;Santoro et al, 2020) and the value-share meaning (Pacheco et al, 2018;Johannessen and Stokvik, 2019) who developed a structural ambidexterity approach strategy. In the first model, we measure the relationship between the two dimensions of absorptive capacity and ability to innovate.…”

Section: Discussionmentioning

confidence: 99%

How potential and realized absorptive capacity increased ability to innovate: the moderating role of structural ambidexterity

Elidjen

Pertiwi²,

Mursitama³

et al. 2022

VJIKMS

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Purpose Digital start-ups have limited resources. With the demands of rapid growth, digital start-ups need to rely on their ability to explore external knowledge and exploit it into swift innovation. Developing absorptive capacity is an alternative to overcome this difficulty. This study aims to demonstrate how the potential and realized an increase in absorptive capacity enables organizations to innovate moderated by structural ambidexterity. Empirical evidence places more emphasis on the impact of absorptive capacity on innovation but still leaves the “black-box” question of innovation and how potential absorptive capacity (PACAP) can achieve realized absorptive capacity (RACAP). Design/methodology/approach This study tests, with a structural equation model, samples collected from 143 digital start-ups in Indonesia. Findings The finding of this study suggests that PACAP influences the ability to innovate only if RACAP mediates it and structural ambidexterity positively moderates the relationship between these two variables. Research limitations/implications First, this study uses digital start-up organizations as respondents. Second, this study explores the role of the structural ambidexterity that moderates the relationship between PACAP and RACAP manifested in digital start-ups organizations that are identical to temporary companies with limited resources. Third, digital start-ups have a fast-growth life cycle, unlike regular companies. Finally, the validated scale is based on data collected entirely from digital start-ups located in Indonesia, which may limit the generalizability of the findings to other industry contexts. Practical implications Start-ups suffer from the ability to innovate that increases their propensity to fail. They overcome this failure by increasing the absorptive capacity of the founding team to improve their ability to innovate. Because of limited resources available at digital start-ups, the flexibility of their management style can overcome these barriers, allowing the pursuit of both knowledge exploration and exploitation in a balanced way. Originality/value Most of the studies explained that the ability to innovate comes from absorptive capacity. In fact, they do not explore PACAP and RACAP and their relationships. Moreover, the studies also indicated that the contextual ambidexterity moderated PACAP and RACAP. Meanwhile, digital start-ups in this study revealed that structural ambidexterity with two dimensions, i.e. shared value, and behavioral integration, enables and positively moderates the relationship between PACAP and RACAP.

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Section: Discussionmentioning

confidence: 99%

How potential and realized absorptive capacity increased ability to innovate: the moderating role of structural ambidexterity

Elidjen

Pertiwi²,

Mursitama³

et al. 2022

VJIKMS

View full text Add to dashboard Cite

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“…Value creation innovation includes the strategies that companies use to generate value internally and throughout their value chains [31]. This involves utilizing resources and capabilities to co-create value for customers [32].…”

Section: Service Business Model Innovation (Sbmi)mentioning

confidence: 99%

“…This outcome underscores the pivotal role of SVCI in steering service enterprises' innovativeness towards sustainable business model innovation. The concept encapsulates all innovative approaches of how companies strategically reconfigure their resources and capabilities, specifically through their human capital and technology, to generate unique service offerings or solutions [31]. A notable illustration is the transformation of Amazon from an initial business-to-consumer (B-to-C) firm into a multifaceted service platform that facilitates retail and other prominent cloud services for other businesses (B-to-B ecommerce) [106].…”

Section: Ranking Of Main Enablersmentioning

confidence: 99%

Building a Hierarchical Enablers Framework for Service Business Model Innovation for Sustainable Performance: Evidence from Ghana’s Electricity Sector

Arku,

Shao,

Ankrah

2024

Sustainability

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Selecting an appropriate business model innovation for sustainable performance is a complex decision that requires a decision support tool. However, despite the importance of business model innovation (BMI) for sustainable performance, there has been limited investigation into how a hierarchical enabler framework grounded in service-dominant logic contributes to the sustainability of service firms. This study examines the critical enablers of service business model innovation (SBMI) for sustainable performance within the utility sector, particularly the electricity supply sector in Ghana. Using the best–worst method (BWM), this study identifies and prioritizes three main enablers and eleven sub-enablers, addressing a notable gap in understanding their impact on sustainable performance. The findings reveal that service value creation innovation is the most critical primary enabler, with human capital, technological platforms, and value-based pricing constituting the top three sub-enablers for sustainability performance. This study contributes to the service-dominant logic and BMI discourse by providing a novel hierarchical framework that aids managerial decision making in service-oriented firms, particularly in developing economies. The results underscore the need for utility companies to prioritize investments in key areas, such as human capital, technological advancements, and customer-centric approaches, to drive sustainable business practices and improve overall performance.

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“…Leadership is embedded in the response and is itself adaptive. This means that leaders emerge where and when they're needed, expressed in ways that best facilitate understanding, competence, and action rising from a particular demand or requisite for change 15. Leadership effectiveness is directly related to the demand for change and the specific responses and actions that make it happen in a way that enables the life of the system/network and its members.…”

Section: A New Understanding Of Leadershipmentioning

confidence: 99%