Strategic innovation and entrepreneurial ownership: an analysis using GEM data and fuzzy simulation

Dinesh, Kamala Kannan; Sushil, Sushil

doi:10.1108/bij-10-2020-0540

Cited by 10 publications

(9 citation statements)

References 87 publications

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“…Tracking the UAE government excellence journey Source. Zairi, 2019;Habib, 2019;Alnuaimi, 2019;Ghafoor et al, 2022;Kiriri, 2019 andDinesh, 2021.…”

Section: Emirati Excellence Journeymentioning

confidence: 99%

How Can Talented Professionals Realizing the Gem 2.0 (Government Excellence Model) in UAE

Qudah¹

2022

IJBM

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The current study was launched as an attempt to determine the extent to which talented professionals understand the concept of GEM 2.0 and the standards associated with it, which including (Vision Realizing, Distinctive Value and Enablers). The current study adopted the quantitative approach in collecting primary data. The questionnaire was used as a research tool and was distributed to a sample of (233) talented professional employees within the fiscal year 2021-2022. By relying on SPSS, the study came to the conclusion that there is a high level realization of the concept of GEM 2.0 by talented professionals and that realization is attributed to the explicit and clear sequence of development of the model over time, in addition to the idea that the model took into account the differences and specializations in the nature of governmental services. Study recommended that talented professionals must pass the torch for younger talents to know their worth and employ themselves in the service of a country that will support them and present to them rare opportunities that can change their future to a better approach.

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“…Tracking the UAE government excellence journey Source. Zairi, 2019;Habib, 2019;Alnuaimi, 2019;Ghafoor et al, 2022;Kiriri, 2019 andDinesh, 2021.…”

Section: Emirati Excellence Journeymentioning

confidence: 99%

How Can Talented Professionals Realizing the Gem 2.0 (Government Excellence Model) in UAE

Qudah¹

2022

IJBM

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“…Innovation is a significant factor shaping entrepreneurship in the digital age (Dinesh & Sushil, 2021). Innovativeness can be defined as "the extent to which an individual adopts innovation relatively earlier than others, where "relevantly earlier" means the real, not perceived, time of adoption" (Hossain et al, 2022, p. 6).…”

Section: Innovation As a Product Of Entrepreneurial Activitiesmentioning

confidence: 99%

“…Entrepreneurship is closely related to innovation, thus many viewpoints can be viewed by interpreting the relationship between entrepreneurship and innovation (Dinesh & Sushil, 2021). Innovation represents the company's tendency to realize new ideas (Boonchoo et al, 2013) in order to improve business efficiency (Lekić et al, 2018), competitive advantage and profitability of the company (Njoroge et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Innovation represents the company's tendency to realize new ideas (Boonchoo et al, 2013) in order to improve business efficiency (Lekić et al, 2018), competitive advantage and profitability of the company (Njoroge et al, 2019). Entrepreneurship and innovation frameworks have always been useful for small companies in identifying, understanding and managing innovation processes (Dinesh & Sushil, 2021). The hotel's ability to innovate is an important tool for managing change in a dynamic hotel business environment (Rodríguez-Victoria et al, 2017; Njoroge et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Entrepreneurial Orientation of Hotels as a Factor of Future Development

Ognjanović¹,

Mitrović²

2022

The Seventh International Scientific Conference - THE FUTURE OF TOURISM

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Entrepreneurship has been attracting special attention of researchers in recent decades, as it has positively contributed to the development of the economy and enterprises. The result of entrepreneurial activities are innovations, which, in the conditions of unstable and changing environment, have a key role of changes’ stabilizer. The paper aims to assess the development and contribution of entrepreneurial activities and innovations to the business of companies, with special emphasis on their importance for the hotel industry. The methods of analysis and synthesis and the methods of induction and deduction are applied in the paper in order to summarize the presented previous theoretical and practical knowledge. It can be concluded that entrepreneurial and innovative activities in hotels can make a great contribution to the perception and exploitation of changes caused by the Covid-19 pandemic.

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“…Therefore, previous studies have shown a significant positive relationship between inter-partner learning (Yan and Child, 2002) and successful alliance performance. Learning is critical to a firm's performance, innovations (Dinesh and Sushil, 2021), long-term success and competitive advantage (Dhir et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Determinants of alliance productivity and performance: evidence from the automobile industry

Rajan

Dhir

Sushil

2021

IJPPM

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PurposeThis study aims to identify critical factors and examine their impact on alliance performance from an organizational learning point of view.Design/methodology/approachA modified total interpretive structural modeling (M-TISM) methodology was used in this study. The different paths/links in the developed M-TISM model were further validated by using the Mahindra-Ford alliance case study.FindingsIn this study, a total of seven critical factors were identified using an extensive literature review, and a hierarchical model was developed. Results show that prior alliance experience, inter-partner learning, knowledge transfer, absorptive capacity and knowledge internalization have a positive on the alliance productivity and performance. Furthermore, the findings indicate that prior alliance experience remains essential for alliance productivity and performance, while knowledge transfer and absorptive capacity can contribute to inter-partner learning and knowledge internalization in strategic alliances.Research limitations/implicationsThis study can help managers and policymakers to understand the identified critical factors from an organizational learning perspective and understand their impact on the alliance performance in a competitive environment. The managers should know that previous alliance experience, learning from partner firms, building an absorptive capacity, etc., are necessary to achieve superior alliance productivity and performance. For academicians, the M-TISM methodology used in this study can provide a mechanism to perform exploratory research and build a hierarchical model in different management research fields.Originality/valueThe study fills research gaps by identifying key factors, developing a hierarchical model, and examining their impact on the performance of strategic alliances in the Indian automotive industry.

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Strategic innovation and entrepreneurial ownership: an analysis using GEM data and fuzzy simulation

Cited by 10 publications

References 87 publications

How Can Talented Professionals Realizing the Gem 2.0 (Government Excellence Model) in UAE

How Can Talented Professionals Realizing the Gem 2.0 (Government Excellence Model) in UAE

Entrepreneurial Orientation of Hotels as a Factor of Future Development

Determinants of alliance productivity and performance: evidence from the automobile industry

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