Explore the evidence.
Understand the reach.

From various reviews about innovation, this article will discuss technology orientation and innovation capabilities through digital transformation 4.0 in small businesses. There is a need to examine the relationship between the two from a useful perspective about see toward using various studies related to technology orientation and innovation capabilities in the industrial era 4.0. This study aims to increase understanding of technology orientation and innovation capabilities in the context of small businesses through Digital Transformation 4.0 by reviewing the empirical literature. The articles presented can guide further studies related to technology orientation with innovation capabilities so that it can be easily understood by researchers and entrepreneurs among small businesses.

This study analyzes the relationship between knowledge sharing, absorptive capacity, and innovation ability to competitive advantage in Cafe and Modern Restaurant in Yogyakarta, Indonesia. This study is designed as a quantitative study with primary data obtained through the distribution of questionnaires. The population in this study was 1056 modern cafes and restaurants in Yogyakarta. Purposive sampling was conducted, and a sample of 213 respondents was selected from 89 modern cafes and restaurants in Yogyakarta that have adopted digital and have more than 500 Instagram followers. This study limits the sample to three positions: owner, manager, and supervisor. The data collected were analyzed using the structural equation model method using AMOS 24 software. This study indicates that knowledge sharing is an essential factor in increasing innovation ability and has been shown to significantly affect absorptive capacity and competitive advantage. This research also shows that innovation and absorptive capacity positively affect competitive advantage. The study results may help managers or owners of café and modern restaurants in Yogyakarta improve and develop innovation and competitive advantage in café and modern restaurants through knowledge sharing and absorptive capacity.

This study aims to examine and analyze the influence of market orientation on corporate performance with exploration innovation and exploitative innovation as mediation in SMEs. 85 respondents were used as samples from food and beverage sector SMEs at Sentra Siola Surabaya. Purposive sampling was used as the sampling method. Data analysis in this study used Structural Equation Modeling - Partial Least Square (SEM PLS). The result indicates that market orientation has a significant effect on exploration innovation, exploitative innovation, and corporate performance. Exploration innovation has a significant effect on corporate performance; therefore, exploration innovation partially mediates the effect of market orientation on corporate performance. However exploitative innovation was found to have no effect on corporate performance. Changes in external factors, primarily due to the COVID-19 pandemic, are seen as being able to cause a paradigm shift on the importance of a long-term orientation compared to a short-term orientation.

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience– SCA equation. It has also highlighted the attributes that characterise high-resilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided

Small and medium enterprises are major players in the competition and growth of economies. They have been accelerating changes towards achieving Burundi’s vision 2025. Even so, they have experienced numerous challenges which hinder their performance. Those obstacles can be improved by adopting entrepreneurial innovation as a strategy. The focus of this paper was to examine how entrepreneurial innovation affects the performance of small and medium enterprises in Bujumbura, Burundi. The resource-based view and dynamic capability theory were the main theories. This study used positivism as a research philosophy. An explanatory research design was employed on a sample size of 164 small and medium enterprises selected from the target population of 279 small and medium enterprises in Bujumbura, Burundi. The study found that process, organizational, and market innovation all had a significant effect on the performance of small and medium enterprises, while product innovation had no effect. The study recommends that small and medium business owners and managers should focus their efforts on establishing entrepreneurial innovation such as process, organizational, and market innovation to improve their performance and acquire a long-term competitive edge.

Introducing new goods and services, processes, marketing, and organizational practices are central to economic growth. The link between innovation and performance has been the focus of attention in several studies in recent decades. This paper aims to extend the literature by examining the personal effects of innovations on firm performance for a sample of 112 hotel establishments in Morocco. The research results suggest that the five innovation practices positively influence firm performance financially in terms of revenue, firm profit and RevPAR, and non-financially in terms of improvements in occupancy, social climate and organizational practices of the firm.

The global pandemic has had a significant impact on the economic sector and the tourism sector and its supporting businesses, where many market segments of the tourism industry, such as hotels, restaurants, and travel agents, have reached a saturation point. Companies need to determine a clear strategy in the face of a dynamic change in the business environment to achieve the expected performance and maintain a sustainable competitive advantage. The discussion of strategies also focuses on the discussion on the strategic orientation of the organization. Research on the orientation of organizational strategies in the tourism industry, especially in the travel agent sector, has yet to be widely studied in depth, and how the impact of the pandemic on the sustainability of the performance of travel agent companies. This paper aims to examine the mediation role of the organization's strategic orientation on the influence of environmental uncertainty on the performance of travel agency companies. The respondents in this study were the manager of a travel agency company throughout Indonesia and we used a purposive sampling technique with a sample of 75 respondents. The method of collecting data is using a questionnaire and then the data is analyzed using PLS-SEM. The results showed that Technology Uncertainty affects Market Orientation & Entrepreneurial Orientation, but only Entrepreneurial Orientation affects performance. It also showed that Market Orientation and Entrepreneurial Orientation fully mediate the Technology Uncertainty variable with Organizational Performance. Therefore, travel agent companies must be adaptive and innovative in facing technological changes that occur through the choice of organizational strategy orientation, Entrepreneurial Orientation and Market Orientation to encourage performance improvement.

This study aims to examine and analyze the influence of market orientation on corporate performance with exploration innovation and exploitative innovation as mediation in SMEs. 85 respondents were used as samples from food and beverage sector SMEs at Sentra Siola Surabaya. Purposive sampling was used as the sampling method. Data analysis in this study used Structural Equation Modeling - Partial Least Square (SEM PLS). The result indicates that market orientation has a significant effect on exploration innovation, exploitative innovation, and corporate performance. Exploration innovation has a significant effect on corporate performance; therefore, exploration innovation partially mediates the effect of market orientation on corporate performance. However exploitative innovation was found to have no effect on corporate performance. Changes in external factors, primarily due to the COVID-19 pandemic, are seen as being able to cause a paradigm shift on the importance of a long-term orientation compared to a short-term orientation.

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience– SCA equation. It has also highlighted the attributes that characterise high-resilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided

Small and medium enterprises are major players in the competition and growth of economies. They have been accelerating changes towards achieving Burundi’s vision 2025. Even so, they have experienced numerous challenges which hinder their performance. Those obstacles can be improved by adopting entrepreneurial innovation as a strategy. The focus of this paper was to examine how entrepreneurial innovation affects the performance of small and medium enterprises in Bujumbura, Burundi. The resource-based view and dynamic capability theory were the main theories. This study used positivism as a research philosophy. An explanatory research design was employed on a sample size of 164 small and medium enterprises selected from the target population of 279 small and medium enterprises in Bujumbura, Burundi. The study found that process, organizational, and market innovation all had a significant effect on the performance of small and medium enterprises, while product innovation had no effect. The study recommends that small and medium business owners and managers should focus their efforts on establishing entrepreneurial innovation such as process, organizational, and market innovation to improve their performance and acquire a long-term competitive edge.