Innovation Management in Defensive Organizations

Innovation Management in Defensive Organizations

The Influence of Entrepreneurial Orientation on Disruptive Innovation by Explaining the Simultaneous Mediating and Moderating Role of Digitization Strategy

Document Type : Original Article

Authors
rasoul nosratpanah 1
hossein norouzi 2
Reza Parsi 3
1 MA in Business Administration, Faculty of Management, University of Kharazmi, Tehran, Iran
2 Associate Professor, Department of Business Administration, Faculty of Management, Kharazmi University, Tehran, Iran
3 MSc. of MBA, Faculty of Management, University of Kharazmi, Tehran, Iran.
10.22034/qjimdo.2023.411381.1615
Abstract
Background & Purpose: Today, digital transformation has caused changes in the business environment through the emergence and development of new technologies, while changing the needs of customers. In this context, disruptive innovation as one of the most critical factors that ensure the success of companies in the markets has been noticed by entrepreneurial managers. Due to the lack of studies, in this research, the impact of entrepreneurial orientation(EO) and digitalization strategy(DS) on disruptive innovation(DI) has been investigated.
Methodology: The current applied research is descriptive-survey in terms of its nature and method. The researchers focused on the managers of production companies in Tehran as the statistical population of the study. The sample size was calculated with G-Power version 3 software, 313 people. Data were collected by non-random sampling method, and using a standard 33-question questionnaire with online survey. To assess the reliability and validity, and model fit, confirmatory factor analysis was used. Hypotheses were also tested with structural equation modeling technique and using Amos version 24 software.
Findings: The results showed that EO has a positive and significant effect on DI. Also, the strengthening role of DS as a mediator, and the weakening role of this variable as a moderator was also confirmed in this relation.
Conclusion: Depending on the level of EO of companies, DS can be considered as a lever or a cage for DI. In this context, the implementation of any level of DS should be calibrated based on the level of EO of managers on DI, in order to prevent the creation of a strategic cage that can limit innovation.
Keywords
Entrepreneurial orientation
Digitalization strategy
Disruptive innovation
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