ABSTRACT
PurposeThis study aims to investigate the multiple influence paths or underlying mechanisms of entrepreneurial leadership (EL) on adaptive innovation from the perspectives of organizational learning and resource management, drawing on complex adaptive system theory.Design/methodology/approachWith a questionnaire survey of 317 senior and middle managers from different firms in China, structural equation modeling was used to test the hypothesized conceptual model, and bootstrapping method was employed to examine the multiple mediating effects.FindingsResults indicate that EL has a significant and positive effect on adaptive innovation. This relationship is partially mediated through exploitative learning, exploratory learning, resource bricolage and boundary-spanning integration, respectively. The impact of EL on adaptive innovation is also sequentially transmitted through exploitative learning and resource bricolage or exploratory learning and boundary-spanning integration.Originality/valueAdaptive innovation has become a firm competition strategy to cope with dynamic changes in current uncertain environment where EL can play its effectiveness to engage firms in such innovation activities. However, the question of why and how EL drives adaptive innovation has yet to be discussed. This study highlights the innovation effectiveness of EL and the triggering process of adaptive innovation, and contributes to several countermeasures for firms to implement leadership and innovation practices responding to uncertain environment.
ABSTRACT
COVID-19 caused a serious increase in competition due to limited resources. Obviously, it influenced the entrepreneurs' motivation. The entrepreneurial intention, social capital, and resource bricolage ability of individuals were important issues. Thus, exploring an individual's mindset from a psychological perspective of high performance was the advanced issue to deal with social capital promotion. This study developed an instrument adapted from related scales that consisted of 27 items and four factors: social capital, entrepreneurial attitude, resource bricolage, and entrepreneurial intention. The data was collected through an online survey in China and Taiwan by purposive sampling. A total of 692 valid samples provided data for the statistical process. A multiple regression technique was employed in the data process. The instrument passed the validity and reliability test. Data analysis results showed that social capital can positively predict entrepreneurial attitude and entrepreneurial intention. Furthermore, entrepreneurial attitude will affect entrepreneurial intention dramatically. Yet, resource bricolage ability has no moderating effect on social capital and entrepreneurial intention. In addition, resource bricolage ability plays a moderating role between entrepreneurial attitude and entrepreneurial intention. Moreover, it was found that participants demonstrated a high entrepreneurial intention when there was a high entrepreneurial attitude with high resource bricolage ability when the moderating effect was examined. In this study, some practical suggestions are provided for researchers, educators, and entrepreneurs.
ABSTRACT
Background: Health crisis responses underline maintaining normal operations. By utilizing digital resources, organizations are able to maintain essential operations through transiting their operations from offline to online during a health crisis. However, little is known about how organizations rapidly adapt to online operations. By taking resource bricolage as the theoretical lens, this study investigates the process that organizations rapidly transit from offline to online through digital resource bricolage during health crises. Methods: A case study of two primary schools that maintained operations during COVID-19 was conducted, with a focus on the utilization of digital resources and resource bricolage. Secondary data collection, interviews and coding strategy were utilized to collect and analyze data to reveal the process that organizations rapidly transit from offline to online through digital resource bricolage. Results: The findings reveal a sequential three-step resource bricolage process, including redeploying digital resource functions, combining digital and non-digital resources, and coordinating interaction among participants, as well as the corresponding resource bricolage behaviors and domains. Conclusions: This study contributes to information systems (IS) studies on crisis responses by identifying the sequential steps of digital resource bricolage to transit from offline to online during health crises. In addition, this study contributes to the development of resource bricolage perspectives by identifying new resource bricolage actions that suitable for the health crisis response.