Transcending innovativeness towards strategic reflexivity

Demetris Vrontis · Alkis Thrassou · Hela Chebbi · Dorra Yahiaoui

73 citations0/0 files storedQualitative Market Research An International Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Business Strategies and Innovation Innovation and Knowledge Management Organizational Management and Leadership

Abstract

Purpose The purpose of the research is to utilize and expand on existing knowledge on organizational value‐based innovativeness, towards the development of the “strategic reflexivity” concept, for businesses competing in the contemporary ever‐modulating business environments. Design/methodology/approach The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in‐house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi‐directive interviews of practitioners and experts. Findings The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value‐based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process. Research limitations/implications The paper, though scientific, it is in parallel a conceptual one. The “strategic reflexivity” concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically‐based proposition towards further practical and scholarly development. Originality/value The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter‐proposing strategic redevelopment that is explicitly value‐based; it identifies the value‐based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the “strategic reflexivity” concept and process within the above context towards theoretical development and practical implementation.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 73 citations exist upstream.

References

1984Case Study Research: Design and Methods 1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 2000Dynamic capabilities: what are they?1985Competitive Advantage: Creating and Sustaining Superior Performance 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1982Technological paradigms and technological trajectories 1991ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS.

Cited by

2015Building Multiunit Ambidextrous Organizations—A Transformative Framework 2020The requisite match between internal resources and network ties to cope with knowledge scarcity 2020Impact of CRM adoption on organizational performance 2016The Impact of Ambidextrous Leadership on the Internationalization of Emerging-Market Firms: The Case of India 2015The role of venture capital funds in financing innovation in Italy. Constraints and challenges for innovative small firms

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.