![]() ![]() It is one of the modern managerial toolkits that can be used not only to deal with uncertain cases but also to stimulate performance. Strategic planning also is one of the most important factors that impact on performance. However, unlike investigations in the private sector, where the emphasis has been on the performance of product innovations, the focus of studies in the public sector has been on the influence of service innovations. Several studies have indicated a positive relationship between innovation and performance, but the findings of these studies are mixed, and no consensus has been reached ( Light, 1998 Osborne, 1998 Walker & Damanpour, 2009). However, studies are inconclusive about the role of innovation in providing positive outcomes. Public organizations are concerned with innovation to improve performance ( Light, 1998 Pihl-Thingvad & Klausen, 2016 Walker, 2008). Public organizations have adopted innovation to enhance and improve services delivered to their citizens and users to improve their quality of life. However, empirical investigations that have focused on the link between these variables are still limited in government agencies ( De Vries, Bekkers, & Tummers, 2016), particularly in police departments. Given the growing importance of strategic planning and innovation toward high performance ( Bryson, 2018), several empirical studies have been conducted to investigate the relationship between these two factors and organizational performance in various fields of business ( Audenaert et al., 2019 Hilmi, Ramayah, Mustapha, & Pawanchik, 2010 Prajogo & Ahmed, 2006 Rhee, Park, & Lee, 2010 Rosli & Sidek, 2013). Hence, innovative strategies have been considered as playing a vital role in boosting performance ( Sandvik, Duhan, & Sandvik, 2014). Many authors have considered innovation as a leading strategy to improve and create new products or services, develop new approaches to production, distribution and supply, modify management processes and deliver ideas that bring about the attainment of high performance and competitive advantage ( Aziz & Samad, 2016 El-Kassar & Singh, 2019 Nishitani & Itoh, 2016 Porter, 1996 Salunke et al., 2019 Wang & Ahmed, 2004). An innovative culture in the organization is a key success factor for the development of new products, new services and improved processes. Many studies have underscored that innovation often leads to competitive advantage ( Amarakoon, Weerawardena, & Verreynne, 2018 Aziz & Samad, 2016 Naranjo-Valencia, Jiménez-Jiménez, & Sanz-Valle, 2016 Nishitani & Itoh, 2016 Salunke, Weerawardena, & McColl-Kennedy, 2019). In this rapidly evolving and dynamic environment, one of the effective factors for the success of organizations, enhanced organizational performance and surviving the competition, includes concentration on innovation and strategic planning. According to Goodman and Pennings (1977), performance is a necessary factor in organizational analysis and there is no theory on organizations that is void of this concept. The need to improve performance concerns not only the private sector but also includes the public sector. Weak organizational performance can significantly reduce the potential to attract new customers whilst also destroying the trust of existing customers. ![]() ![]() Success in such an environment would be more likely by enhancing organizational performance and paying greater attention to factors that can effectively improve it. Fluctuating environmental threats also compromise their survival. Organizations are facing many challenges in the current competitive world as a result of a rapid increase in new products, processes and technologies, as well as preferences of customers. #INMR SETTING INTEGRAL VALUES FULL#The full terms of this licence may be seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Published in Innovation and Management Review. Copyright © 2019, Mohammed Saleh Alosani, Rushami Yusoff and Hassan Al-Dhaafri. ![]()
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