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PurposeThis study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.FindingsEnvironmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.Research limitations/implicationsThe sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.Practical implicationsManagers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.Originality/valueThis study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.
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In recent years, driven by the spread of the COVID-19 pandemic, digital transformation in the healthcare sector is becoming increasingly important. Digital healthcare technologies, if adopted in a targeted manner and imple-mented in a cost-effective way, make it possible to reduce healthcare inequalities, improve the quality of healthcare provided and increase the well-being of citizens. The importance of digital transformation in healthcare is also attracting interest from academics. However, at present, there are few studies aimed at examining the degree of digital transformation in healthcare and the drivers of the adoption and implementation of digital solutions by healthcare facilities. This study aims to fill this gap by analysing the level of digital transformation of Italian hospitals and the factors that can affect this level of digital transformation. The analysis, conducted on a sample of 103 hospitals, shows a positive and significant impact of the hospital size, hospital age and hospital teaching status on the level of digital transformation. Furthermore, in relation to hospital complexity, it shows a positive effect of the presence of the emergency room and a non-significant influence of the number of hospital departments on the level of digital transformation.
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ESG is a sustainable development concept that integrates environmental, social, and corporate governance. Most studies on ESG have been conducted based on secondary data from listed companies and have not used questionnaires as a method for analysis. Given this research gap, this paper examines whether transformational leadership influences ESG performance in SMEs, whether organizational innovation mediates the relationship between transformational leadership and ESG performance, and the moderating effect of external social capital on transformational leadership and organizational innovation. Based on higher-order theory, resource-based theory, stakeholder theory, etc., we tested this hypothesis by conducting a regression analysis with a questionnaire collected from SMEs in China. After controlling for firm ownership, firm size, firm industry, and years in business, the results of the study indicate that transformational leadership has a positive effect on ESG performance and that organizational innovation partially mediates the relationship between transformational leadership and corporate ESG performance. Furthermore, external social capital moderates the direct relationship between transformational leadership and organizational innovation and moderates the role of organizational innovation as a mediator between transformational leadership and ESG performance. This study adds to our further understanding of the relationship between transformational leadership and ESG performance in SMEs, expanding the antecedent research on ESG performance and providing a basis for sustainable SME development.
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In this era of industrial revolution (IR 4.0), coupled with the emergence of the deadly global pandemic of COVID-19, organizations are compelled to embrace new strategies for their routine decision-making. Innovation is the core of organization policy and the lifeline of enterprises at the local and global market. There has been a huge amount of research on innovation and elements contributing to innovation performance;however, few of them built a theoretical model to research the correlations among organizational learning, innovation performance, self compassion and organizational performance. Based on the existing studies and literature at home and abroad and considering the development status of innovative enterprises, this paper decomposes organizational learning and organizational performance. The innovation performance play role between organizational learning and organizational performance., organizations can achieve maximum strong excellence and remain in a competitive market. [ABSTRACT FROM AUTHOR] Copyright of Journal of Pharmaceutical Negative Results is the property of ResearchTrentz and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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This paper presents the results of an empirical study, conducted during the months of February to March 2021, with the objective of analyzing innovative activity in product, process and organizational innovation and its impact on the performance of MSMEs. An online survey was conducted with the participation of 430 companies stratified according to sector (Industry, Construction, Commerce and Services) and size (micro, small and medium enterprises). The model used was multiple linear regression, whose response variable was company performance and the explanatory variables were product, process and organizational innovations. The results showed that process and organizational innovations were statistically significant, while product innovations were not significant. The coefficients were positive, implying that the higher the degree of process and organizational innovation, the higher the company's performance is expected to be. These innovations included changes in production processes, acquisition of new equipment, improvements in management, new procurement and purchasing processes, and changes in sales and commercial management. All these innovations were made during the pandemic period. © 2022 IEEE.
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This paper investigates how the impact of the COVID-19 pandemic crisis affects the innovation of Micro, small and medium enterprises (MSME) in Indonesia and how innovation, namely product, process, marketing, and organizational innovation, acts as a mediator for MSME performance. An integrated conceptual framework is developed and empirically tested using cross-sectional survey design data from 300 MSME owners in Indonesia. Structural Equation Modelling (SEM) software Smart PLS examines the hypotheses testing. Descriptive analysis is also used to provide demographic data of the owners of MSMEs in Indonesia. This study reveals that the COVID-19 pandemic crisis significantly and positively impacts four dimensions of innovation. The results indicate that the pandemic triggered the MSME owners to innovate or adapt. This study also found that four dimensions of innovation partially mediate the COVID-19 pandemic crisis and MSME performance relationship. The results show that product, marketing, and organizational innovation significantly impact MSME performance. With marketing innovation as the lowest innovation dimension that affects performance, and organizational innovation as a major contributor that significantly impacts MSME performance. However, the results also demonstrate that among the four dimensions of innovation, process innovation does not significantly impact MSME performance which is highlighted by an indicator such as reducing production cost. This shows that reducing production costs is optional and does not mean that the performance of MSME will increase significantly. Therefore, the findings of this study are set to advance theories in MSME innovation and performance. It also presents important implications for the MSME owners to develop a successful and sustainable MSME industry. © 2023 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license.
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PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe results suggest ways in which business performance can be enhanced by appropriate leadership competencies, enhanced organizational innovation and enhanced organizational learning.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Since the coronavirus disease 2019 (COVID-19) pandemic, major innovative-oriented countries have adopted various science and technology innovation (STI) policies to address global public health challenges. Using data from the Organization for Economic Co-operation and Development STI Database, this study analyzed international STI policies in response to the COVID-19 pandemic. The findings revealed that the pandemic has dramatically stimulated the application of STI policies, and there are commonalities and differences in the STI policies of different countries. Meanwhile, COVID-19 has disrupted planning for allocating resources for STIs, leading to duplication and inefficiency. Based on the findings, this study recommends increasing research investment to address the long-term challenges of major infectious diseases, strengthening support for enterprises, promoting data sharing and openness, enhancing the internationalization of scientific research, strengthening scientific consultation and communication, and devoting more policy attention to vulnerable groups.
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PURPOSE: Most patients are escorted to exam rooms (escorted rooming) although patients directing themselves to their exam room (self-rooming) saves patient and staff time while increasing patient satisfaction. This study assesses patient and staff perceptions after pragmatic implementation of self-rooming. METHODS: In October-December 2020, we surveyed patients and staff in 25 primary care clinics after our institution expanded self-rooming from 4 specially built clinics during the COVID-19 pandemic. Semi-structured surveys asked about rooming process used, rooming process preferred, and perceptions of self-rooming compared with escorted rooming. RESULTS: Most patients (n = 1,561) preferred self-rooming (86%), especially among patients aged <65 years and in family medicine clinics. Few patients felt less welcomed (10.6%), less cared about (6.8%), more isolated (15.6%), more lost/confused (7.6%), or more frustrated (3.2%) with self-rooming compared with escorted rooming. Early-adopter clinics that implemented self-rooming ≤2016 had even lower rates of patients feeling more isolated, lost/confused, or frustrated with self-rooming compared with escorted rooming.Over one-half of staff (n = 241; 180 clinical, 61 nonclinical) preferred self-rooming (59%) and thought most patients liked self-rooming (65.8%), especially among clinical staff and in early adopter clinics (≤2016). Few staff reported worse waiting times for patients (12.4%), medical assistants (MAs) (15.9%), and clinicians (16.4%) or worse crowding in waiting areas (1.7%) and hallways (10.1%). Unlike patient-reported confusion (7.6%), most staff thought self-rooming led to more patient confusion (63.8%), except in early-adopter clinics (44.4%). CONCLUSIONS: Self-rooming is a patient-centered innovation that is also acceptable to staff. We demonstrated that pragmatic implementation is feasible across primary care without expensive technology or specially designed buildings.
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COVID-19 , Waiting Rooms , Humans , Pandemics , Ambulatory Care Facilities , Primary Health CareABSTRACT
PurposeThis study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic. Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses. FindingsEnvironmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience. Research limitations/implicationsThe sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken. Practical implicationsManagers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience. Originality/valueThis study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.
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Purpose>This study aims to investigate the effects of leadership competences (cognitive, interpersonal, and results-oriented competences) on organizational learning, organizational innovation, and business performance.Design/methodology/approach>Data were collected from owners, chief executive officers, top and middle management teams, and other managers of tourism and hospitality firms in Vietnam. A total of 638 valid responses was collected and processed using PLS-SEM technique.Findings>The findings revealed that only results-oriented competence exerted significant influences on business performance. Organizational learning was affected by all three leadership competences, while only cognitive and interpersonal competences positively affected organizational innovation. The relationships among organizational learning, organizational innovation, and business performance were also confirmed. Moreover, the findings emphasized the mediating roles of organizational learning and organizational innovation in the relationship between leadership competences and business performance. Organizational learning and organizational innovation also acted as a mediator in the relationship between cognitive competence and business performance.Practical implications>This study provided some suggestions for tourism and hospitality leaders in exhibiting appropriate leadership competences, strengthening organizational learning, and fostering organization innovation to enhance business performance.Originality/value>Although the topics of leadership competences, organizational learning, organization innovation, and business performance have received a great concern among worldwide academia, there is scarce research examining the relationships among these four phenomena together. This paper is among the first study that offers a comprehensive model of the relationships among these domains.
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The theoretical debate on the strategy-structure relationship has at least three explanatory currents. However, this relationship has neither been studied in a context of crisis such as that of COVID-19, nor in higher education institutions (HEIs). Looking at the strategy from the perspective of the business model, and its relationship with organizational innovation, institutional development plans were analyzed, and semi-structured interviews were conducted with the Connectivity Humanness and Empathy (CHE) model at 11 HEIs in Colombia. The results show that HEIs did not change their business model but managed to implement a strategy projected for several years in few weeks, by presenting organizational innovations that guide them towards digital transformation. © 2022, Pontificia Universidad Javeriana. All rights reserved.
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The digital insurgency is troublemaking the association between banks and their customers and new features constantly seem to upgrade client experience. A digital transformation procedure comprises of innovative technology application developments, just as company aspects, for example, C-suite executives uphold, digital transformation strategy, product innovations, HR systems and organizational changes. The practical implications of this research study show digital bank customers are more satisfied than traditional bank customers during COVID-19, digital banking services are cheaper than traditional banking services, Product innovation plays major role in digital transformation and also note that most of the customers are preferred to use digital bank services rather than internet banking, POS terminals, Credit Cards, Debit Cards & ATM Machines. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
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Frugal innovation has become a requirement for success in resource-scarce environments, a situation that the COVID-19 pandemic has exacerbated. In this context, the literature has developed several frugal innovation approaches for promoting sustainability, but there is no a widely accepted theory nor a predominant paradigm given the incipient and relatively new nature of a research domain that requires further studies. There is also a high potential for under-exploited markets, represented by low-income consumers who no longer concentrate on developing countries and where there is a cumulative number of consumers with minimal spending capacity, rising income distribution inequality, and the increasing polarization of wealth and risk of poverty. This paper contributes to the literature by examining from a Resource-Based View perspective, the critical role of two key organizational capabilities, namely market-focused learning and organizational ambidexterity, to develop firms' innovation capability in low-end markets due to the unique characteristics of these markets. In doing so, the study employs partial least squares structural equation modeling (PLS-SEM) with a sample of 190 manufacturing firms to provide empirical support to our theoretical predictions that establish that: (1) market-focused learning capability drives organizational ambidexterity, (2) market-focused learning capability and organizational ambidexterity foster organizational innovation capability, which, ultimately, affects cash flow, and (3) market-focused learning capability has a stronger effect on organizational innovation capability in low-end markets. Contrary to our expectations, organizational ambidexterity has a stronger impact on organizational innovation capability in non-low-end markets, considering that this is the first step to shed light on this issue.
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BACKGROUND: COVID-19 catalyzed a rapid and substantial reorganization of primary care, accelerating the spread of existing strategies and fostering a proliferation of innovations. Access to primary care is an essential component of a healthcare system, particularly during a pandemic. We describe organizational innovations aiming to improve access to primary care and related contextual changes during the first 18 months of the COVID-19 pandemic in two Canadian provinces, Quebec and Nova Scotia. METHODS: We conducted a multiple case study based on 63 semi-structured interviews (n = 33 in Quebec, n = 30 in Nova Scotia) conducted between October 2020 and May 2021 and 71 documents from both jurisdictions. We recruited a diverse range of provincial and regional stakeholders (e.g., policy-makers, decision-makers, family physicians, nurses) involved in reorganizing primary care during the COVID-19 pandemic using purposeful sampling (e.g., based on role, region). Interviews were transcribed verbatim and thematic analysis was conducted in NVivo12. Emerging results were discussed by team members to identify salient themes and organized into logic models. RESULTS: We identified and analyzed six organizational innovations. Four of these - centralized public online booking systems, centralized access centers for unattached patients, interim primary care clinics for unattached patients, and a community connector to health and social services for older adults - pre-dated COVID-19 but were accelerated by the pandemic context. The remaining two innovations were created to specifically address pandemic-related needs: COVID-19 hotlines and COVID-dedicated primary healthcare clinics. Innovation spread and proliferation was influenced by several factors, such as a strengthened sense of community amongst providers, decreased patient demand at the beginning of the first wave, renewed policy and provider interest in population-wide access (versus attachment of patients only), suspended performance targets (e.g., continuity ≥80%) in Quebec, modality of care delivery, modified fee codes, and greater regional flexibility to implement tailored innovations. CONCLUSION: COVID-19 accelerated the uptake and creation of organizational innovations to potentially improve access to primary healthcare, removing, at least temporarily, certain longstanding barriers. Many stakeholders believed this reorganization would have positive impacts on access to primary care after the pandemic. Further studies should analyze the effectiveness and sustainability of innovations adapted, developed, and implemented during the COVID-19 pandemic.
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COVID-19 , Aged , COVID-19/epidemiology , Canada , Humans , Nova Scotia/epidemiology , Organizational Innovation , Pandemics , Primary Health Care , Quebec/epidemiologyABSTRACT
Purpose: The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal. Design/methodology/approach: The study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted. Findings: Findings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment. Originality/value: The paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments. © 2022, Emerald Publishing Limited.
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The data set contains data collected using a paper format and an online survey. The data includes a sample of 120 Finnish companies. The survey, structured into six sections focuses on the firms' growth outlooks and the underlying management practices and principles. The data reports the perceptions of top managers on growth, innovativeness, and the ability for renewal. The majority of the data comprises Likert scale questions on respondents' agreement or disagreement on innovation behaviors. This is complemented with micro-level data based indicator if a company is a growth company, the companies' growth expectations as percentage, and if COVID-19 has had business impacts. The data description is associated with a codebook and survey form. The data can be used to better understand growth and non-growth companies behaviours and outcomes. The associated material offers an opportunity to replicate the study in different regions.
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Purpose - The goal of this study is to learn about of the strategic framework used by event organizers in Indonesia to survive the COVID-19 pandemic. This effort is also used to see how crisis management is implemented in the organization, particularly in relation to the company's efforts to maximize technology in this COVID-19 crisis situation. Design/methodology/approach - This is a qualitative study that employs the case study method with a single intrinsic case. Researchers chose six sources based on the range of responsibilities and authorities they have. Findings - To remain viable faced with COVID-19 pandemic, event organizers must adopt an open communication strategy, be ready to adapt to changing conditions and take bold steps in crisis management. In general, Garuda Organizer's crisis management strategy consists of five stages: crisis research, forming a crisis team, planning crisis management steps, implementing a new work system and adapting to the new system's culture. Research limitations/implications - The focus of this research is on how to deal with crisis strategies in the world of event organizer from the standpoint of innovation diffusion. This study cannot be generalized because it is limited to efforts to formulate a strategic framework carried out by event organizer companies in dealing with the COVID-19 pandemic, not seeing the effectiveness of the strategy. Practical implications - This research, in addition to its theoretical implications, provides practical contributions to the event organizer industry. The pandemic encourages every event organizer company to always be prepared to adapt to changing conditions. There is no such thing as a static condition;rather, it can change abruptly at any time. As a result, the most important requirement is a quick and precise response. Responsive leadership will ensure that the adaptation process goes smoothly. With uncertain conditions, businesses must be prepared to respond to any changes that occur at any time. Sometimes desperate action is required because it must be done quickly. Aside from that, do not overlook openness management. It will be easier to manage a crisis if all available communication channels are opened. Opening all communication channels allows all components of the company to participate in overcoming the crisis. The participation of all parties will make it easier to deal with any crisis that arises. This transparency is carried out not only within the company, but also with parties outside the company, such as the government as a regulator, company partners and community members who use our services. Aside from that, a willingness to change and step outside of one's comfort zone is required both within the company and for each individual employee. The company's willingness to try new things and learn quickly becomes critical for businesses in the midst of a crisis. As in the case of Garuda Organizer, a willingness to constantly learn and develop a new culture that is more in line with current conditions will make the company more adaptable in dealing with crises. Thus, effective crisis-response strategies can be developed quickly. When we are at ease in certain circumstances, as employees, we are often hesitant to change, even if the times or circumstances have changed dramatically. It is necessary to avoid the comfort of the status quo. It takes self-will to change in a crisis like this. What does not change will be forgotten by time. To maintain the continuity of the company's activities, all employees must be willing to give up their comfort and possibly make a small sacrifice (including time and effort). If companies can unite the interests of companies and individuals who work as employees (As the management and employees of Garuda Organizer have done by devoting more time to the company's future and delving deeper into one's own potential), they will undoubtedly survive the current crisis. Social implications - This study discovered that even in the midst of the COVID-19 pandemic, which is fraught with restrictions, there still are event organizer companies striving to provide the best service. The Garuda Organizer company strives to provide good service to its customers by disseminating innovations. Despite the limited circumstances, the public continues to enjoy events in a novel format, namely through virtual spaces. Originality/value - This study identifies the use of technology as a means to overcome the problem of organizing events in the midst of the COVID-19 pandemic and maps the complexity of the innovation adoption process in Indonesian event organizer firms.
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The letter briefs about the strategic steps taken by the Spanish government for the COVID-19 pandemic. The current situation led the Spanish government to decree a state of alarm in March 2020, including a renewable lockdown which, together with the experiences of stress generated by infection, isolation and grieving, are setting off reactions of anxiety, acute stress or aggravation of existing mental problems. Strategic guidelines are planned for three phases: an initial phase during the emergency, a second phase during the reopening, and a final phase of new normality, with different areas of action in each. Those phases could correspond to the different levels of risk established by the Ministry of Health depending on the epidemiological outlook. The Plan has followed the indications and strategic guidelines set out in the ROCMHA Guide. Changing scenarios make new organization of health care necessary at all levels of intervention. The CMUPMH has shown itself to be flexible and permeable during the pandemic, by reassigning functions and modifying procedures. Psychiatrists have acted as general practitioners, and Emotional Support Programmes have been set up for professionals and for family members. Homeworking and telemedicine have been introduced. Having a Contingency Plan for use in emergency situations enables us to prepare for new challenges and to anticipate changes, providing care for the most vulnerable sections of the population under the principles of equity, universality, efficiency and quality. Drawing up this plan enables us to identify a set of measures and concrete steps in response to any states of emergency that might occur in the future, turning a crisis into an opportunity. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The significant scholarly productions of James G. March have contributed to and even shaped several research fields, including political and organizational science. For example, his contributions to the topic of organizational learning are widely known in organization research. Furthermore, recent studies on the impact of the specific publications of James March have identified organizational innovation as an emerging topic of inspiration from his publications over the years (e.g., Wilden, Hohlberger, Devinney and Lumineau 2019). This is not surprising. James March, Herbert A. Simon and Richard Cyert were among the first to connect the theoretical concept of innovation to processes inside organizations (March and Simon 1958;Cyert and March 1963). However, even though March has long influenced research on innovation, there are few, if any, scholars who have traced his ideas about innovation over his long and influential career. Motivated by this observation, this paper focuses on James March’s theoretical contribution to innovation in organizations. The objective is to identify, extract and discuss his ideas by asking the following question: how did March use the concept of innovation over time, and what relevance does it have today? The theoretical discussion is based on eight key publications from 1958 to 2015, which were selected because they introduce new theoretical ideas to innovation or innovation-related topics. The three examples (central findings) of the relevance today have the following implications or contributions. First, the idea that organizations must balance the pursuit of novelty and the pursuit of efficiency implies that internal innovation efforts are as important as adopting external innovations. Second, the idea of performance gaps is relevant in understanding organizational responses to the COVID-19 crisis and lockdowns. Third, the idea of sunk costs of innovation implies that innovations are investments that can (more or less) lead to inertia in connection to later changes. All of these implications contribute to the general discourse on innovation in organizations by adding the ideas of James March.