Journal of Intelligent Marketing Management

Journal of Intelligent Marketing Management

Presenting a multi-level model of drivers effective on innovation-based strategic agility in exporting companies

Document Type : Excerpt from doctoral thesis

Authors
1 PhD student, Department of Business Administration, Rasht Branch, Islamic Azad University, Rasht, Iran.
2 Assistant Professor, Business Management Department, Rasht Branch, Islamic Azad University, Rasht, Iran.
3 Associate Professor, Department of Industrial Management, Rasht Branch, Islamic Azad University, Rasht, Iran.
Abstract
The main goal of this research is to provide a multi-level model of drivers affecting strategic agility based on innovation in exporting companies. According to the purpose, this research is among the applied researches in terms of strategy, of the type of mixed researches, which is used in the qualitative part of content analysis and in the quantitative part, interpretive structural modeling is used for analysis. The method of data collection in this research is field type, and the data collection tools are interviews and questionnaires. The statistical population of the research in the qualitative part were senior managers of exporting companies and in the quantitative part, some senior managers of exporting companies and university professors in the field of management and strategic planning. The sampling method in this research is theoretical and 15 people were selected in the qualitative section and 12 people were selected as samples in the quantitative section. The results obtained in the qualitative part, which was carried out with the aim of identifying drivers effective on innovation-based strategic agility, revealed that thirteen drivers have a prominent role in strategic agility from the point of view of senior managers of exporting companies, and out of these thirteen drivers were used to design a questionnaire in The interpretive structural modeling section was used. The results obtained in the interpretive structural modeling section led to the presentation of a multi-level model of drivers affecting strategic agility based on innovation in exporting companies, and the identified drivers were placed in seven levels. According to the results obtained from the multi-level model of the research, exporting companies should pay special attention to the documentation of market knowledge to strengthen the strategic agility based on innovation. This driver was identified as the most important relevant factor in the model, followed by the drivers of knowledge sharing among processes, willingness to innovate, leadership, organization's support for development strategies, long-term perspective among senior managers, aggressive competition, focus on recruitment Competitors' knowledge, emphasis on talent management strategy, senior management's attention to organizational strategy and finally risk-taking, multi-skilled employees and organizational mentoring.
Keywords

Subjects


Vrontis, D., Belas, J., Thrassou, A. et al. Strategic agility, openness and performance: a mixed method comparative analysis of firms operating in developed and emerging markets. Rev Manag Sci 17, 1365–1398 (2023). https://doi.org/10.1007/s11846-022-00562-4
Abdulkader B, Magni D, Cillo V, Papa A, Micera R (2020) Aligning firm’s value system and open innovation: a new framework of business process management beyond the business model innovation. Bus Process Manag J 26(5):999–1020
Bogers M, Chesbrough H, Moedas C (2018) Open innovation: research, practices, and policies. Calif Manag Rev 60(2):5–16. https://doi.org/10.1177/0008125617745086
Bogers M, Chesbrough H, Strand R (2020) Sustainable open innovation to address a grand challenge: lessons from Carlsberg and the Green Fiber Bottle. Br Food J 22(5):1505–1517
Chen J, Bamberger PA, Song Y, Vashdi DR (2018) The effects of team reflexivity on psychological well-being in manufacturing teams. J Appl Psychol 103(4):443–462
Clauss T, Abebe M, Tangpong C, Hock M (2019) Strategic agility, business model innovation, and firm performance: an empirical investigation. IEEE Trans Eng Manag 68(3):767–784. https://doi.org/10.1109/TEM.2019.2910381
Ferraris A, Belyaeva Z, Bresciani S (2018) The role of universities in the Smart City innovation: multistakeholder integration and engagement perspectives. J Bus Res 119:163–171. https://doi.org/10.1016/j.jbusres.2018.12.010
Ilhan-Nas T, Okan T, Tatoglu E, Demirbag M, Wood G, Glaister KW (2018) Board composition, family ownership, institutional distance and the foreign equity ownership strategies of Turkish MNEs. J World Bus 53(6):862–879
Kraus S, Kailer N, Dorfer J, Jones P (2020) Open innovation in (young) SMEs. Intern J Entrepreneurship Innov 21(1):47–59.
Loehde ASK, Calabro A, Torchia M, Kraus S (2020) Joint (Ad) ventures—Family firms’ international entry mode choices for emerging markets. Intern J Entrepreneurial Behav Res 26(6):1235–1258. https://doi.org/10.1108/IJEBR-10-2019-0573
Martinez-Conesa I, Soto-Acosta P, Carayannis EG (2017) On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs. J Knowl Manag 21(3):553–570. https://doi.org/10.1108/JKM-09-2016-0403
Pereira V, Budhwar P, Temouri Y, Malik A, Tarba S (2020) Investigating investments in agility strategies in overcoming the global financial crisis-the case of Indian IT/BPO offshoring firms. J Intern Manag 27:e100738. https://doi.org/10.1016/j.intman.2020.100738
Robson MJ, Katsikeas CS, Schlegelmilch BB, Pramböck B (2019) Alliance capabilities, interpartner attributes, and performance outcomes in international strategic alliances. J World Bus 54(2):137–153. https://doi.org/10.1016/j.jwb.2018.12.004
Rodgers P, Stokes P, Tarba S, Khan Z (2019) The role of non-market strategies in establishing legitimacy: the case of service MNEs in emerging economies. Manag Intern Rev 59(4):515–540
Santoro G, Vrontis D, Thrassou A, Dezi L (2018) The Internet of Things: building a knowledge management system for open innovation and knowledge management capacity. Technol Forecast Soc Change 136:347–354. https://doi.org/10.1016/j.techfore.2017.02.034
Tatoglu E, Frynas JG, Bayraktar E, Demirbag M, Sahadev S, Doh J, Koh SL (2020) Why do emerging market firms engage in voluntary environmental management practices? A strategic choice perspective. Br J Manag 31(1):80–100
Tian H, Dogbe CS, Bamfo BA, Pomegbe WWK, Borah PS (2021) Assessing the intermediary role of relationship ending capability and dark side between network embeddedness and SMEs’ Innovation performance. J Competitiveness 13(1):146–163
Xing Y, Liu Y, Boojihawon DK, Tarba S (2020) Entrepreneurial team and strategic agility: a conceptual framework and research agenda. Hum Resour Manag Rev 30(1):e100696
Volume 4, Issue 4 - Serial Number 22
Autumn 2023
Pages 312-331

  • Receive Date 28 December 2023
  • Revise Date 01 March 2024
  • Accept Date 19 March 2024