TY - JOUR
T1 - The role of entrepreneurial leadership and configuring core innovation capabilities to enhance innovation performance in a disruptive environment
AU - Utoyo, Indra
AU - Fontana, Avanti
AU - Satrya, Aryana
N1 - Publisher Copyright:
© 2020 The Author(s).
PY - 2020/8/1
Y1 - 2020/8/1
N2 - Digital disruption leads to high-level risk in innovation management that will impact established firms in disrupted industries. This study investigates the key variables to enhance innovation performance (IP) in a disruptive environment by applying strategic entrepreneurship framework from [Hitt, MA, DG Sirmon, RD Ireland and CA Trahms (2011). Strategic entrepreneurship: Creating value for individuals, organizations, and society. Academic of Management Executive, 25(5), 57-75]. This study sampled the managers of two largest established firms in telecommunication and banking industries in Indonesia. Both industries are in top five of the most disrupted industries. Entrepreneurial leadership (EL) is essential in formulating innovation strategy. This leadership variable has multicollinearity with that of entrepreneurial culture (EC). It indicates that both variables are symbiotic. While in implementing innovation strategy, the configuring core innovation capabilities that combine exploring the opportunity and exploiting the firm's advantage enhance the IP. Due to core rigidities, this configuring core innovation capabilities should not be orchestrated with collaborative innovation.
AB - Digital disruption leads to high-level risk in innovation management that will impact established firms in disrupted industries. This study investigates the key variables to enhance innovation performance (IP) in a disruptive environment by applying strategic entrepreneurship framework from [Hitt, MA, DG Sirmon, RD Ireland and CA Trahms (2011). Strategic entrepreneurship: Creating value for individuals, organizations, and society. Academic of Management Executive, 25(5), 57-75]. This study sampled the managers of two largest established firms in telecommunication and banking industries in Indonesia. Both industries are in top five of the most disrupted industries. Entrepreneurial leadership (EL) is essential in formulating innovation strategy. This leadership variable has multicollinearity with that of entrepreneurial culture (EC). It indicates that both variables are symbiotic. While in implementing innovation strategy, the configuring core innovation capabilities that combine exploring the opportunity and exploiting the firm's advantage enhance the IP. Due to core rigidities, this configuring core innovation capabilities should not be orchestrated with collaborative innovation.
KW - Capability-driven strategy
KW - configuring core innovation capability
KW - disruptive environment
KW - entrepreneurial culture
KW - entrepreneurial leadership
KW - entrepreneurial mindset
KW - innovation performance
KW - strategic entrepreneurship
UR - http://www.scopus.com/inward/record.url?scp=85073878347&partnerID=8YFLogxK
U2 - 10.1142/S1363919620500607
DO - 10.1142/S1363919620500607
M3 - Article
AN - SCOPUS:85073878347
SN - 1363-9196
VL - 24
JO - International Journal of Innovation Management
JF - International Journal of Innovation Management
IS - 6
M1 - 2050060
ER -