利用生存危机构建创新核心竞争力的过程模型:基于纺织企业历程的理论分析

Q4 Business, Management and Accounting
Samir Biswas, Souvik De, M. Subalova, A. Ghosh
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引用次数: 4

摘要

虽然现有的创业创新研究显示了组织挑战如何推动企业创新,但在中小企业背景下,组织挑战与组织创新之间的关系值得关注。特别是考虑到中小企业面临供应链挑战,我们需要知道这些挑战是否持续地推动供应链创新。此外,尽管这些创新可以解决中小企业面临的直接挑战,但现有的研究并没有有效地捕捉到创新的生命周期。为了找到这个理论问题的答案,我们在印度萨哈纺织公司进行了参与式案例研究。萨哈纺织公司的创始人从巴扎尔的一个小服装店老板开始了他的旅程。在二十年的时间里,萨哈纺织成为印度纺织业最突出的垂直整合组织之一。我们的自反过程研究表明,组织在整个发展过程中面临着多重生存威胁。组织危机的独特性使组织产生了意义。该组织着眼于其可获得的不寻常和非常规资源,并创造性地将其转化为有价值的资源,以应对挑战。如果在应对紧迫挑战方面的创造性尝试取得成功,组织将进一步将这些资源强化为核心竞争力。随着时间的推移,通过创造性地利用资源将危机转化为核心竞争力的组织学习成为理性的启发式,并作为一种(高阶)动态能力。本文的归纳理论提出了一个将危机转化为创新并将其转化为核心竞争力的可推广的动态能力过程模型,具有重要的学术贡献。我们的研究指出,标准化和利用创新作为危机应对的核心能力,为实践提供可持续的竞争优势的可能性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
A Process Model of Leveraging Survival Crisis Towards Building Innovation as Core Competence: Theorization from the Journey of a Textile Firm
Although the extant research in entrepreneurial innovation shows how organizational challenges could enact such innovations, the relationship between organizational challenges and organizational innovation under the small and medium enterprise (SME) context requires attention. Especially considering that SMEs face supply chain challenges, we need to know whether such challenges consistently enact supply chain innovations. Moreover, although those innovations can address the immediate SME challenges, extant research does not capture the life cycle of the innovations efficiently. To find an answer to this theoretical quest, we conduct participatory case research at Saha Textile, India. The founder of Saha Textile started his journey as a small garment shop owner in a Bazar. Within two decades, Saha Textile became one of the most prominent vertically integrated organizations in the Indian textile sector. Our reflexive process study reveals that the organization faced multiple survival threats throughout its journey. The uniqueness of the organizational crisis enacted sensemaking in the organization. The organization looked at unusual and unconventional resources within its access and creatively converted those into valuable resources to address the challenges. If successful with the creative attempts in addressing the pressing challenges—the organization further strengthened those resources into core competence. Over time, the organizational learning in converting crisis to core competencies through creative utilization of resources became rational heuristics and acted as a (higher-order) dynamic capability. Our inductive theorization makes a significant academic contribution as it proposes a generalizable dynamic capability process model of converting crisis into innovation and capitalizing such innovations as a core competence. Our research points out the possibility of standardizing and leveraging innovations-as-crisis-responses as core competence towards a sustainable competitive advantage for practice.
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来源期刊
South Asian Journal of Business and Management Cases
South Asian Journal of Business and Management Cases Business, Management and Accounting-Management of Technology and Innovation
CiteScore
1.70
自引率
0.00%
发文量
19
期刊介绍: South Asian Journal of Business and Management Cases (SAJBMC) is a peer-reviewed, tri-annual journal of Birla Institute of Management Technology, Greater Noida (India). The journal aims to provide a space for high-quality original research or analytical cases, evidence-based case studies, comparative studies on industry sectors, products, and practical applications of management concepts. The journal likes to publish problem-solving, decisional and applied types of cases. Such cases must have linkage with theory, at least one dilemma (also known as case issue) and a protagonist around whom the case issue will revolve. Publication of pure research, applied research and field studies with empirical data do not fall under the domain of SAJBMC. Fictitious cases are not welcome.
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