BEING AGILE TO THRIVE AMIDST DISRUPTIVE DIGITAL INNOVATIONS

Firms around the world have been experiencing disruptive digital innovation. Such disruptionsaffect their business operations and models over time and geography. In this paper, we adopt Lucas and Goh’s (2009) framework of disruption responseto examine how do firms achieve agility in responding to disruptive digital innovation. The framework draws on dynamic capability theory, disruptive innovation concept, organizational agility concept and organizational core rigidity concept. This research-in-progress paper aims to conduct an in-depth case studyto understand how firms can be agile in responding to disruptive digital innovation. As a case study, this study adds to the growing corpus of literature on disruptive digital innovation. Theoretically, this study extends Lucas and Goh’s (2009) framework of disruption response, underpinning the advancement of knowledge in this area. The managerialinsights gleaned from this study can also guide firmsin being agile and thrive amidst disruptive digital innovations

Agility in responding to disruptive digital innovation: Case study of an SME

Disruptive digital innovation (DDI) often creates hypercompetitive market environment that forces firms to be agile to survive and remain competitive. Whereas most studies have focused on larger firms' effort to be agile, few have looked at how small‐ and medium‐sized enterprises (SMEs) respond to DDI. The study attempts to answer the research question of how SMEs achieve agility to respond to DDI. Drawing on a case study of an innovative SME, our study develops a framework on agility based on the processes of mitigating organizational rigidity, developing innovative capabilities, and balancing the tension of organizational ambidexterity. Specifically, our findings show that for SMEs, mitigating organizational rigidity is enabled by the mechanism of achieving boundary openness while developing innovative capability is enabled by the mechanism of achieving organizational adaptability. At the same time, given the inherent challenges of resource constraints, SMEs also need to balance the tension of organizational ambidexterity

Organizational Learning Through Disruptive Digital Innovation. A Blockchain Implementation

Organizational learning and management are at a transition point because of the shift in disruptive digital innovations (DDI). Organizing axioms are challenged or fundamentally changed by the nature of innovation (Nambisan, Lyytinen, Majchrzak, & Song, 2017). There is widespread recognition that investing in organizational learning drives change and innovation (Linares, 2017). The early research examined DDI and the factors that enable or inhibit it. However, there is a limited amount of research on the relationship between DDI and organizational learning. More specifically, research that is conducted to understand the theoretical relationship between organizational learning and DDI is needed. The phenomenon has been studied in the rich context of information technology (IT) and supply chain management (SCM). In this research, a single case study approach is used to examine single- and double-loop learning. IT organizations use DDI to remain practical in a dynamic environment. In the present study, the DDI framework is used to illustrate how organizational learning is facilitated. Recommendations are offered on how IT organizations could enhance organizational learning to improve project implementation and delivery related to disruptive digital innovation

The AviAsian 2021 Conference Proceedings

AviAsian 2021 was the second instalment of the recurring biennial conference first conceptualized in 2018. Hosted over two days in August 2021, this conference represented a collaboration between Embry-Riddle Aeronautical University – Asia and Civil Aviation Authority Singapore at the Singapore Aviation Academy. AviAsian 2021 brought together subject matter experts and aviation professionals from various parts of the aviation industry in the Asia region. The conference was attended by mid-level managers and decision-makers in the Asia aviation industry with the aim to help foster a strong community of academia, researchers, experts and emerging talents in the aviation, aeronautics, and aerospace industries both locally and regionally. Participants at the conference enjoyed a series of presentations and panel discussions by subject matter experts in the aviation industry. Topics covered included the resumption of travel, potential disruptions arising from Covid-19 regulations, emerging priorities for aviation, sustainability in a pandemic, and the efficiency, security and quality issues surrounding digitalization. These conference proceedings provide a summary of the AviAsian 2021 conference as provided by the conference chair and a recollects the key takeaways and reflections made by the moderators of each session

Approaching VUCA Environment with Enterprise Agility in Government Organization : Case Business Finland and COVID-19

As we live in a VUCA world, many have experienced what crises can cause in business life. To be resilient and thrive in this increasingly volatile, uncertain, complex, and ambiguous world, top companies are gaining sustainable competitive advantages by embracing agility at scale. Those that fail to keep up with the rapid pace of change risk falling behind the competition. However, with crises come opportunities for change. Businesses of all sizes have never sensed so much pressure to make their business models fit changing requirements. This study aims to discover how a government organization embraced enterprise agility when the global pandemic (COVID-19) added another dimension to the already VUCA environment. Of particular interest is how the role of a public organization has affected a company’s agility in such a dynamic environment and what kind of capabilities are essential for agility. The study constructs a tentative theoretical framework based on existing research on a dynamic environment and enterprise agility considering the public context. The framework outlines the foundation for the exploratory qualitative case study on a single case from Business Finland, a Finnish government organization for innovation funding and trade, travel, and investment promotion. The primary data for the empirical study was collected by conducting semi-structured interviews with 12 knowledge representatives who were actively involved in Business Finland’s operations during the COVID-19 outbreak but who worked in different units and regions, thus providing various lookouts on the same phenomenon. The novelty of this study lies in the combination of dynamic environment and agility, and it contributes to both research fields. The findings show that Business Finland has embraced enterprise agile practices to respond to the volatility and uncertainty that followed the COVID-19 pandemic. Altogether six agility providers with several embedded practices emerged from the findings. A burning platform for change replaced the cultural aversion to risk-taking and highlighted empowered teams that worked within and across agencies to achieve rapid results. The findings indicate that these providers and practices did not only help Business Finland to navigate through the COVID-19 crisis but also pointed to more agile operating practices to be more resilient and agile in the future. It became evident that the driver behind various operating rules and practices that might have hindered government organizations’ agility is more often a habit, not law. Given the high environmental velocity, the findings suggest that Business Finland should incorporate the Lean Startup mindset and practices that emerged during the crisis into its daily operations to prepare for future changes and potential shock waves. Moreover, the study confirmed the primary capabilities of agility, of which flexibility and responsiveness, in particular, became essential during the COVID-19 pandemic

Our future together industry perspectives: Future of professional learning and entrepreneurship

Singapore Management University School of Accountancy as our knowledge partner, with special thanks to Associate Professor Gary Pan, Associate Professor Seow Poh Sun, Associate Professor Leong Kwong Sin and Visiting Assistant Professor Clarence Goh, for their invaluable advice and their contribution of the article entitled "Insights from Educator, SMU\342\200\231s Views" in the report.</p

MSME Resilience: A New Framework for the New Normal

Micro, small, and medium enterprises (MSMEs), which are the socio-economic backbone of most countries, have been disproportionately affected by the COVID-19 pandemic. Governments, development agencies, philanthropic foundations, and corporates have all announced several short-term measures to support MSMEs. Most of these welcome interventions are, however, largely stopgap arrangements at best. For the most part, they do not address the medium-term structural challenges and the fundamental vulnerabilities to future stresses that MSMEs will continue to face.In this report, we propose a new resilience framework—consisting of eight reinforcing themes that, in conjunction, can support MSMEs to address these medium-term challenges, thrive, and become resilient

Intelligent Marketing Management Approach in the Industrial Business Sectors

Purpose: In the midst of constantly evolving economic conditions, organisations in the industrial sector are facing intense competition. Therefore, it becomes imperative for these organisations to adopt effective marketing strategies in order to secure a competitive advantage. This research aims to study intelligent marketing management strategies in the industrial sector, and subsequently develop a structural equation model.   Theoretical framework: Based on the concepts and theories, the approaches for intelligent marketing management, in the industrial sector, are categorised into four components: marketing insights, alliance centric, servitization, and marketing transformation, as illustrated.   Design/methodology/approach:  The mixed research methodology was employed by starting with qualitative research based on in-depth interviews with nine experts to create tools for quantitative research and conducting a group discussion with 11 experts to find a consensus on the model of this research.   Findings:  The analysis conducted based on the structural equation model shows that the model meets the goodness of fit criteria with the empirical data, exhibiting a chi-square probability of 0.072, a relative chi-square (normed chi-square) value of 1.128, and a goodness of fit index of 0.954, along with a root mean square error of approximation of 0.016.   Research, Practical &amp; Social implications:   Intelligent Marketing Management Approach in the Industrial Business Sectorsfor senior citizens are explored in this research. A quantitative study is performed through surveys, using questionnaires which target 500 marketing executives in the industrial sector. Data analysis is performed using descriptive, inferential, and multivariate statistical methods.   Originality/value: The research findings highlight the significance of intelligent marketing management strategies in the industrial sector to enhance marketing capabilities and improve overall efficiency. These approaches aim to identify the principles and factors that contribute to successful management practices, ultimately leading to the achievement of organisational goals. In today's highly competitive global economy, implementing intelligent marketing management approaches becomes crucial for businesses to ensure sustainability and secure a competitive advantage