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Source publication
Purpose
Using the upper echelons theory, this study aims to investigate the moderating effect of managerial discretion (MD) on the impact of dynamic managerial capabilities (DMCs) on established firms’ (EFs) response strategies to disruptive innovation (RStDI).
Design/methodology/approach
A cross-sectional study was conducted using an online quest...
Context in source publication
Context 1
... Test of moderation effects. In addition to the linear aspects of the model, the moderating effects (H4) of MD were tested through regression analysis with interaction terms, using the SPSS software package to estimate the interactions and AMOS to produce the moderated path analysis, as shown in Figure 5. ...
Citations
... Organizations with a robust culture that encourages creativity, experimentation, and risk-taking are more likely to successfully seize opportunities and turn them into innovative initiatives (Munir et al., 2023;Wong & Ngai, 2023). Support from top management and a favorable organizational climate play a critical role in the success of opportunity-driven initiatives (Amabile & Khaire, 2008;Bassam Madi-Odeh & Yousef Obeidat, 2024). Additionally, the access to both internal and external resources is vital for the successful implementation of new ideas. ...
... Unlike traditional approaches that focus primarily on sensing and seizing, this study underscores that reconfiguring serves as the operational backbone for aligning resources and processes with strategic objectives. This suggests that while sensing and seizing are necessary precursors, their effectiveness is contingent upon the organization's ability to adapt resources and processes dynamically (Bassam Madi-Odeh & Yousef Obeidat, 2024;Ovuakporie et al., 2021). ...
Purpose: This research examines the impact of managerial creative capabilities on task performance, addressing a significant gap in the current literature. By integrating the dynamic capability approach, this study considers managerial creativity as a dynamic capability that enables managers to enhance efficiency and foster innovation, ensuring organizational competitiveness in fast-evolving contexts. Design/methodology/approach: A quantitative approach was employed, utilizing a questionnaire distributed to 457 middle and senior managers across 87 organizations in Saudi Arabia. The study adopted a snowball sampling technique to ensure industry and organizational diversity. Findings: The results validate our hypotheses, emphasizing managerial creative capabilities’ impact on task performance. The ability to sense creative opportunities significantly enhances task efficiency, aligning with prior studies on innovation's role in opportunity recognition. The ability to seize these opportunities translates them into actionable tasks, reinforcing the importance of timely decision-making and execution. Most notably, the study reveals that managerial creative reconfiguring exerts the strongest influence on task performance. This highlights the critical role of resource reconfiguration in leveraging opportunities, confirming its status as a cornerstone of dynamic capabilities. Originality/value: This research advances the understanding of managerial creativity by framing it as a dynamic capability that influences task performance. The findings provide actionable insights for managers to balance creativity with productivity, fostering flexibility and innovation. By addressing an underexplored area, this study contributes to the development of practical strategies for sustainable organizational success.
... To stay ahead of the competition and achieve an effective disruptive innovation strategy, SMEs should ensure they have a clear plan in place as well as access to the right resources [27,28]. Previous research has mainly focused on specific aspects of disruptive innovation in SMEs, such as market competition [29], resource constraints [30], and managerial discretion [31]. Hence, the purpose of this research paper is to define a holistic conceptual model for SME disruptive innovation by considering the following research question: "What are the components of a comprehensive disruptive innovation conceptual model for SMEs?" ...
In the context of sustaining innovation, small and medium enterprises (SMEs) strive to enhance their market position through product improvements. However, globalization and rapid technological advancements pose significant challenges, urging SMEs to integrate innovative capabilities into their business models. Effective SME business model innovation, fueled by customer insights, process efficiency, and technology application, can promote development and unlock additional value-creation resources. Despite this, SMEs encounter difficulties in capitalizing on disruptive innovation due to the competitive, technology-driven, and volatile global market. This study aimed to define a comprehensive conceptual model of disruptive innovation specifically tailored for SMEs. Through an automated content analysis of relevant literature, 13 themes and 82 concepts were identified and categorized into four strategic alignment domains. These domains provide a framework for operationalizing the findings and constructing a conceptual model of disruptive innovation. Utilizing this conceptual model as a checklist can assist SMEs in turning disruption into opportunity, thereby supporting their adaptation and growth in an increasingly competitive landscape.
