Organizational Dynamics and Adoption of Innovations: A Study within the Context of Software Firms in Sri Lanka

Abstract

This paper examines the effect of organizational dynamics on innovation focus using the residual dominant and emergent theoretical framework (RDE) and the empirical evidence of four case studies. The findings revealed that different types of innovation coexist, but one type becomes dominant over other types at a certain time as the innovation focus is changed in line with the strategic priorities of firms. We found that innovation focus takes the form of product, process, and organizational innovation pattern over time when the firms move from an entrepreneurial organization to a more formal business corporation. More importantly, the RDE framework provides an appropriate lens for practitioners, in identifying the enablers and barriers of innovation.

Technology and Culture in Subsistence Small Businesses

“…This suggests that culture does not influence to take advantage of technological knowledge to get short-term performance. These results coincide in part with previous results [45][46][47] that suggest that the interaction between culture and technology depends on culture, in this case conditioned by the existence of opportunism [55,56].…”

“…Culture is based on past attitudes and experiences, and technology is a break with the past and traditions, as it refers to adoption of technologies of information and communication, like new software, hardware, networks, communication channels, customer management relationships, and other tools that ease work conditions and enhance operations and services in a company [44]. Other researchers have analyzed the relationship between culture and technology [45][46][47] and have written that technology adoption depends on culture. It is clear that companies with a culture flexible to changes are more innovative than others.…”

Innovations in veterinary markets: opinion leaders’ social capital

“…We demonstrate that the alreadyformed social capital cannot be easily adapted to the needs of new projects. Project parameters, cooperation teams and the project value for the market each play an important role in the use of social capital and the obtained results (Udagedara and Allman, 2019;Krishen et al, 2019). However, cooperation in projects with low market value is also possible if previously established between partners.…”

“…The external environment sets the boundary conditions so that a company may create unique value for the customer and the circumstances for this process to occur. The adoption of breakthrough inventions could be influenced by the features of the market, industrial barriers and/or priorities in the development of other areas of the economy (Sykes and Block, 1989;Jayashankar et al, 2018;Sternad et al, 2019;Udagedara and Allman, 2019).…”

Modelling of emotional exhaustion role on workplace ostracism: A cross-sectional study on Sepah Bank branches in northern provinces of Iran

“…One of the important aspects of the dynamics of organizations is to improve the environmental status and to create productive interactions between groups and individuals in the organizations. Organizational rejection is the result of disregard for dynamics in organizations (2). Workplace ostracism is the degree to which a person feels ignored by others in the workplace (3).…”