Digital Transformation and Innovation Performance in Small- and Medium-Sized Enterprises: A Systems Perspective on the Interplay of Digital Adoption, Digital Drive, and Digital Culture

Systems, Journal Year: 2025, Volume and Issue: 13(1), P. 43 - 43

Published: Jan. 9, 2025

Small- and medium-sized enterprises (SMEs) face complex systemic challenges in managing digital transformation while pursuing innovation an increasingly interconnected business environment. This study adopts a systems theory perspective to investigate how digitalization enhances Innovation Performance by examining the dynamic interrelationships among adoption, drive, culture, Performance. Through empirical analysis of 201 Chinese SMEs using PLS-SEM, IPMA, ANFIS approaches, we reveal that drive fully mediates relationship between adoption Performance, highlighting nature processes. Digital culture emerges as critical moderator, positively influencing relationships well These findings demonstrate different elements form integrated system where components interact produce outcomes. contributes illuminating interdependencies offers practical implications for change SMEs.

Language: Английский

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Supply chain digitalization, innovation capability, and organizational agility: The moderating role of institutionalization and supply chain integration

Industrial Marketing Management, Journal Year: 2025, Volume and Issue: 125, P. 215 - 225

Published: Jan. 16, 2025

Language: Английский

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Boosting Innovation Performance through Big Data Analytics Powered by Artificial Intelligence Use: An Empirical Exploration of the Role of Strategic Agility and Market Turbulence

Sustainability, Journal Year: 2023, Volume and Issue: 15(19), P. 14296 - 14296

Published: Sept. 27, 2023

Scholars and practitioners have paid attention to the critical role of big data analytics driven by AI in enhancing business performance. However, firms investing often fail achieve those advantages. Our research explores played strategic agility market turbulence on link between innovation Based dynamic capabilities view, we developed an integrated model examine relationship our study variables. We utilized a quantitative approach collect from manufacturing companies Saudi Arabia. employed structural equation modelling (SEM) through AMOS 26.0 analyze test hypotheses. findings indicated that significant impact It also revealed mediates The results showed higher levels are associated with more robust connections analytics, agility, work provides managers meaningful implications value organizations can create use agility.

Language: Английский

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Managing paradoxical tensions to initiate coopetition between MNEs: The rise of coopetition formation teams

Industrial Marketing Management, Journal Year: 2024, Volume and Issue: 118, P. 148 - 174

Published: March 5, 2024

Past research showed how multinational enterprises (MNEs) create specific organizational structures to manage tensions in collaborations with competitors (i.e., coopetition). In this study, we explore MNEs design their structure approach specifically the formation phase of coopetition. Formation is first and arguably most difficult step coopetition when are particularly high. Based on an in-depth case study agrochemical industry, find that dedicated Coopetition Teams (CFTs), moving within between firms tackle a mix four paradoxical tension types: performing (conflicting goals), belonging (incompatible values beliefs), organizing (dysfunctional processes), learning (conflicts prior new knowledge). Separated from rest organization equipped unique capabilities conflicts, CFTs combine separation integration principles dynamically address these tensions. However, persist start exacerbate, rely conciliation by top management as critical third principle resolve conflicts. This analyze MNEs, proposing integrated framework connects design, types, three them.

Language: Английский

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The moderator effect of balance of power on the relationships between the adoption of digital technologies in supply chain management processes and innovation performance in SMEs

Industrial Marketing Management, Journal Year: 2024, Volume and Issue: 118, P. 44 - 55

Published: Feb. 21, 2024

Language: Английский

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Gliding from regenerative unlearning toward digital transformation via collaboration with customers and organisational agility

Journal of Business Research, Journal Year: 2024, Volume and Issue: 177, P. 114637 - 114637

Published: March 27, 2024

The digital evolution that businesses are facing highlights the need for organisations to be agile, collaborate with customers and change mindset of employees managers achieve effective transformation. This study explores role regenerative unlearning, defined as a dynamic capability enables adapt by systematically renewing knowledge structures, in customer collaboration, organisational agility Using PLS-SEM, sample medium-sized Spanish manufacturing companies was analysed. results show unlearning improves agility, Findings also influence collaboration on research contributes literature providing better understanding importance context industry.

Language: Английский

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Dynamic capabilities and multi-sided platforms: Fostering organizational agility, flexibility, and resilience in B2B service ecosystems

Industrial Marketing Management, Journal Year: 2025, Volume and Issue: 125, P. 179 - 194

Published: Jan. 12, 2025

Language: Английский

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Effects of information technology and knowledge management capabilities on organizational innovation: the mediating role of organizational agility

VINE Journal of Information and Knowledge Management Systems, Journal Year: 2025, Volume and Issue: unknown

Published: Jan. 23, 2025

Purpose This study aims to investigate how information technology and knowledge management capabilities (ITCs KMCs) impact organizational innovation (OI) through agility (OA) (in terms of adaptive entrepreneurial agilities; AA EA). Design/methodology/approach Data are collected from IT bank managers working in Indian banking sector a matched-pair field survey. The analysis is performed using AMOS-25, covariance-based structural equation modeling approach. Findings findings twofold. First, ITC KMC essential realizing augmented OA However, (fostering incremental innovation) contributes more than EA radical attain OI. Second, although not directly impacting OI, its indirect effect via obtained. It indicates that firms, still the infancy level fully entrenched corporate strategies; hence, may necessarily enhance Originality/value Although extant literature focuses on (studied separate research) performance, it pays very scant attention ITC–KMC–OA–OI linkages. There lack research regarding joint effects specifically, there exists no highlighting ITC–KMC–OI relationships. two pivotal concepts “the necessity KM practices ingrained innovative culture” “critical focus practices,” substantiate novelty this research.

Language: Английский

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How organizational unlearning leverages digital process innovation to improve performance: The moderating effects of smart technologies and environmental turbulence

Technology in Society, Journal Year: 2023, Volume and Issue: 75, P. 102395 - 102395

Published: Oct. 16, 2023

Language: Английский

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Always on par? How small- and medium-sized enterprises manage coopetition strategies to innovate with large firms

International Small Business Journal Researching Entrepreneurship, Journal Year: 2024, Volume and Issue: unknown

Published: March 24, 2024

This article explores how entrepreneurial small- and medium-sized enterprises (SMEs) manage coopetition strategies to innovate with large firms. While offers opportunities for innovation growth, asymmetries between SMEs firms can provoke unilateral actions, opportunistic tactics, knowledge theft which undermine SME power jeopardise success. Based on a qualitative multiple-case study of 25 coopetitive projects, each involving an firm, we find that these risks by pursuing synergistic mix three distinct strategies: (1) Co-distribution, (2) Technology licensing, (3) R&D co-development. In strategy, navigate different intensities dynamically combining the principles separation, integration, co-management co-ownership achieve specific outcomes. Our findings suggest shift cooperation- competition-dominant employ management offset asymmetrical maximise their benefits from

Language: Английский

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