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Administrative Sciences
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Organizational Behavior: Strategic Management and Innovation
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Organizational Behavior: Strategic Management and Innovation

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (1 March 2023) | Viewed by 13319

Special Issue Editor

Prof. Dr. Shuichi Ishida

E-Mail Website
Guest Editor
Department of Management Science and Technology, School of Engineering, Tohoku University, Sendai, Miyagi 980-8577, Japan
Interests: technology strategy; health management; innovation

Special Issue Information

Dear Colleagues,

Organizational behaviour has been closely related to strategy formation, and a classic proposition is drawn from organizational and strategic research. It is no exaggeration to say that the main interest of many researchers has been the management of innovation based on the theory of organization and strategy.

As WEB3 is expected to change global commerce drastically, a new strategic management and innovation framework is needed. In this sense, it is clear that the field of organizational behaviour is at a significant crossroads in the history of strategic management research.

On the other hand, due attention should also be paid to the changing role of R&D in bringing about innovation. The innovation coming from companies does not always have to be linked to corporate R&D. This is because innovation is never just about technology but extends to services, business models and even the organization itself. One might also think of strategy innovation.

A certain number of researchers would like to add entrepreneurship research to the scope of the Special Issue on Organizational Behaviour: Strategic Management and Innovation. Entrepreneurship is by no means exclusively about start-ups but also covers the creation of new businesses within organizations of medium-sized and larger companies. In this Special Issue, however, the target of entrepreneurship will also include 'business innovation', such as business creation and innovation.

To avoid giving unnecessary bias to the contributors in this Special Issue, we have not provided a list of possible topics. Potential authors are expected to be as bold as possible in their suggestions.

Prof. Dr. Shuichi Ishida
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • organizational behaviour
  • strategic management
  • innovation

Published Papers (5 papers)

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16 pages, 321 KiB  
Article
Big Tech, Competition Policy, and Strategic Management: An Alternative Perspective to Teece
by Richard J. Arend
Adm. Sci. 2023, 13(11), 243; https://doi.org/10.3390/admsci13110243 - 09 Nov 2023
Cited by 1 | Viewed by 1844
Abstract
Teece asserts that competition policy is so outdated that it now significantly degrades the ability of Big Tech firms to bring socially beneficial innovations to market. He suggests that strategic management research is essential in the struggle to update such policies. We counter [...] Read more.
Teece asserts that competition policy is so outdated that it now significantly degrades the ability of Big Tech firms to bring socially beneficial innovations to market. He suggests that strategic management research is essential in the struggle to update such policies. We counter that none of these assertions are accurate, let alone backed by evidence. While the larger goal of improving laws and policies through scientific research is a worthy one, the specific focus on doing so to aid a set of powerful firms that have allegedly caused—directly or indirectly—great societal damage is quite unappealing. To balance his pro-Big Tech perspective, we provide logical and theory-based arguments and evidence that indicates Big Tech has often been bad for innovation and society while their regulation has been good, and that more oversight—specifically tailored to digital platforms—would be better. We then offer three alternative paths for us, as management scholars, to take that leverage our distinctive skills and that fulfill our ethical and professional mandates, in the pursuit of improving the strategic decisions and actions that policymakers and firms take. Full article
(This article belongs to the Special Issue Organizational Behavior: Strategic Management and Innovation)
13 pages, 1051 KiB  
Article
Empirical Research on Early Internationalization of Firms in Sufficiently-Sized Domestic Market Country
by Saki Otomo, Shuichi Ishida and Mariko Yang-Yoshihara
Adm. Sci. 2023, 13(4), 107; https://doi.org/10.3390/admsci13040107 - 05 Apr 2023
Viewed by 2153
Abstract
Early internationalization and success in foreign markets play an important role in both a firm’s growth and its impact on the global economy. We conducted a study on Japanese high-tech startups to investigate the factors that derive early internationalization in firms founded in [...] Read more.
Early internationalization and success in foreign markets play an important role in both a firm’s growth and its impact on the global economy. We conducted a study on Japanese high-tech startups to investigate the factors that derive early internationalization in firms founded in countries with a large domestic market, despite the absence of strong incentives to operate overseas. Quantitative data were collected from 71 startups and analyzed with PLS-SEM (Partial least squares path modeling). Our result showed that the factors we extracted from the previous studies on the internationalization process in small-size markets would also apply in countries with large domestic markets. In addition, considerations and the types of technology, which we extracted from qualitative research, verified the effect. According to our mediator analysis, an entrepreneur’s international orientation explains certain conditions related to a domestic market that affect a firms’ decision to pursue early internationalization. Our study makes contributions at multiple levels, benefiting entrepreneurs who are considering overseas expansion as well as policymakers who aim to promote early internationalization efforts. Full article
(This article belongs to the Special Issue Organizational Behavior: Strategic Management and Innovation)
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12 pages, 636 KiB  
Article
Bolstering the Moderating Effect of Supervisory Innovative Support on Organisational Learning and Employees’ Engagement
by Opeyemi Olunike Joel, Chinoyen Love Moses, Ebeguki Edith Igbinoba, Maxwell Ayodele Olokundun, Odunayo Paul Salau, Oluwatunmise Ojebola and Olufunke P. Adebayo
Adm. Sci. 2023, 13(3), 81; https://doi.org/10.3390/admsci13030081 - 09 Mar 2023
Cited by 2 | Viewed by 1756
Abstract
Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational [...] Read more.
Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R2 = 0.810 Adjusted R2 = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals. Full article
(This article belongs to the Special Issue Organizational Behavior: Strategic Management and Innovation)
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17 pages, 686 KiB  
Article
Enhancing Innovation Performance in the Hotel Industry: The Role of Employee Empowerment and Quality Management Practices
by Samer M. Al-Sabi, Mukhles M. Al-Ababneh, Mousa A. Masadeh and Ibrahim A. Elshaer
Adm. Sci. 2023, 13(3), 66; https://doi.org/10.3390/admsci13030066 - 23 Feb 2023
Cited by 7 | Viewed by 3876
Abstract
This research investigates employee empowerment’s role in the relationship between quality management practices (QMPs) and innovation performance at five-star hotels in Jordan. A total of 400 workers who work in five-star hotels in Jordan were given a questionnaire with 29 questions that measured [...] Read more.
This research investigates employee empowerment’s role in the relationship between quality management practices (QMPs) and innovation performance at five-star hotels in Jordan. A total of 400 workers who work in five-star hotels in Jordan were given a questionnaire with 29 questions that measured QMPs, employee empowerment, and innovation performance. The obtained data were analyzed by PLS-SEM. The results show that quality policy (QP) has an insignificant influence on employee empowerment and innovation performance, while quality commitment (QC) and quality education and training (QET) have a positive and significant influence on employee empowerment and innovation performance. The results also reveal that employee empowerment has a positive influence on innovation performance. Finally, employee empowerment as a mediator variable was not working on the relationship between QP and innovation performance but showed a significant role as a partial mediator between QC and innovation performance as well as QET and innovation performance. Discussion, theoretical and managerial implications for future research, and limitations are presented. Full article
(This article belongs to the Special Issue Organizational Behavior: Strategic Management and Innovation)
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19 pages, 2499 KiB  
Article
High-Performance Work System and Innovation Capabilities: The Mediating Role of Intellectual Capital
by Hafiz Ali Javed, Naveed Ahmad Khan, Silke Michalk, Noor Ullah Khan and Muhammad Kamran
Adm. Sci. 2023, 13(1), 23; https://doi.org/10.3390/admsci13010023 - 11 Jan 2023
Cited by 7 | Viewed by 2740
Abstract
This study examined the effect of high-performance work systems on developing incremental and radical innovation capabilities. Drawing on resource-based and knowledge-based theories, the mediating effects of human capital, social capital, and organizational capital were tested. Data were collected from 233 middle-to-senior level managers [...] Read more.
This study examined the effect of high-performance work systems on developing incremental and radical innovation capabilities. Drawing on resource-based and knowledge-based theories, the mediating effects of human capital, social capital, and organizational capital were tested. Data were collected from 233 middle-to-senior level managers working in the banking sector of Pakistan, and hypotheses were tested through partial least squares structural equation modeling using Smart PLS 4.0. The findings showed that all components of intellectual capital mediated the relationship to develop both types of innovation capabilities. In terms of the strength of the relationship, social capital was found to be a more effective mediator, and next to this were human capital and organizational capital, respectively. Our findings contribute to the existing literature by explaining the relationship between HPWS and innovation capabilities, which is also referred to as the black box through the mediation of intellectual capital. Decision makers should recognize the importance of this relationship because it develops innovation capabilities that enhance organizational performance by giving them a competitive advantage. Full article
(This article belongs to the Special Issue Organizational Behavior: Strategic Management and Innovation)
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