DO ORGANISATIONS REFLECT THEIR UPPER ECHELONS while RESPONDING to DISRUPTIVE INNOVATION?
International Journal of Innovation Management, ISSN: 1757-5877, Vol: 27, Issue: 1-2
2023
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Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
Citation Benchmarking is provided by Scopus and SciVal and is different from the metrics context provided by PlumX Metrics.
Article Description
Purpose Utilising the upper echelon theory (UET), the purpose of this study is to investigate the impact of dynamic managerial capabilities (i.e., managerial human capital, managerial social capital (MSC), and managerial cognition (MC)) on organisations' response strategies to disruptive innovation, under the mediating role of unlearning. Design/methodology/approach Following a deductive approach, quantitative methodology and survey strategy, data was collected through an online questionnaire from (491) managers and top executives of PSF operating in Dubai-UAE and analysed using covariance-based structural equation modelling. Findings The findings revealed that dynamic managerial capabilities played mixed role in predicting firms' response strategies to disruptive innovation. MSC and MC played a significant role with unlearning as a partial mediator, while managerial human capital did not. Practical implications The findings are important to managers, practitioners, and policymakers, shedding light on which dynamic managerial capabilities is of significance if creative economy is being pursued through adaptive response strategies to disruptive innovation.
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