Transcending innovativeness towards strategic reflexivity

Demetris Vrontis, Alkis Thrassou, Hela Chebbi, Dorra Yahiaoui

Research output: Contribution to journalArticle

33 Citations (Scopus)

Abstract

Purpose: The purpose of the research is to utilize and expand on existing knowledge on organizational value-based innovativeness, towards the development of the "strategic reflexivity" concept, for businesses competing in the contemporary ever-modulating business environments. Design/methodology/approach: The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in-house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi-directive interviews of practitioners and experts. Findings: The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value-based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process. Research limitations/implications: The paper, though scientific, it is in parallel a conceptual one. The "strategic reflexivity" concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically-based proposition towards further practical and scholarly development. Originality/value: The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter-proposing strategic redevelopment that is explicitly value-based; it identifies the value-based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the "strategic reflexivity" concept and process within the above context towards theoretical development and practical implementation.

Original languageEnglish
Pages (from-to)420-437
Number of pages18
JournalQualitative Market Research
Volume15
Issue number4
DOIs
Publication statusPublished - Aug 2012

Fingerprint

Innovativeness
Reflexivity
Redevelopment
Organizational values
Innovation process
Competitive advantage
Planning
Large companies
Design methodology
Business environment
Marketing planning
Qualitative research
Strategic marketing

Keywords

  • Change
  • Competitiveness
  • Innovation
  • Marketing
  • Reflexivity
  • Strategy
  • Value

Cite this

Vrontis, Demetris ; Thrassou, Alkis ; Chebbi, Hela ; Yahiaoui, Dorra. / Transcending innovativeness towards strategic reflexivity. In: Qualitative Market Research. 2012 ; Vol. 15, No. 4. pp. 420-437.
@article{4c7556432bc24243bedf8723ecd32545,
title = "Transcending innovativeness towards strategic reflexivity",
abstract = "Purpose: The purpose of the research is to utilize and expand on existing knowledge on organizational value-based innovativeness, towards the development of the {"}strategic reflexivity{"} concept, for businesses competing in the contemporary ever-modulating business environments. Design/methodology/approach: The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in-house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi-directive interviews of practitioners and experts. Findings: The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value-based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process. Research limitations/implications: The paper, though scientific, it is in parallel a conceptual one. The {"}strategic reflexivity{"} concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically-based proposition towards further practical and scholarly development. Originality/value: The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter-proposing strategic redevelopment that is explicitly value-based; it identifies the value-based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the {"}strategic reflexivity{"} concept and process within the above context towards theoretical development and practical implementation.",
keywords = "Change, Competitiveness, Innovation, Marketing, Reflexivity, Strategy, Value",
author = "Demetris Vrontis and Alkis Thrassou and Hela Chebbi and Dorra Yahiaoui",
year = "2012",
month = "8",
doi = "10.1108/13522751211257097",
language = "English",
volume = "15",
pages = "420--437",
journal = "Qualitative Market Research",
issn = "1352-2752",
publisher = "Emerald Group Publishing Ltd.",
number = "4",

}

Transcending innovativeness towards strategic reflexivity. / Vrontis, Demetris; Thrassou, Alkis; Chebbi, Hela; Yahiaoui, Dorra.

In: Qualitative Market Research, Vol. 15, No. 4, 08.2012, p. 420-437.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Transcending innovativeness towards strategic reflexivity

AU - Vrontis, Demetris

AU - Thrassou, Alkis

AU - Chebbi, Hela

AU - Yahiaoui, Dorra

PY - 2012/8

Y1 - 2012/8

N2 - Purpose: The purpose of the research is to utilize and expand on existing knowledge on organizational value-based innovativeness, towards the development of the "strategic reflexivity" concept, for businesses competing in the contemporary ever-modulating business environments. Design/methodology/approach: The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in-house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi-directive interviews of practitioners and experts. Findings: The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value-based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process. Research limitations/implications: The paper, though scientific, it is in parallel a conceptual one. The "strategic reflexivity" concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically-based proposition towards further practical and scholarly development. Originality/value: The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter-proposing strategic redevelopment that is explicitly value-based; it identifies the value-based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the "strategic reflexivity" concept and process within the above context towards theoretical development and practical implementation.

AB - Purpose: The purpose of the research is to utilize and expand on existing knowledge on organizational value-based innovativeness, towards the development of the "strategic reflexivity" concept, for businesses competing in the contemporary ever-modulating business environments. Design/methodology/approach: The paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in-house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi-directive interviews of practitioners and experts. Findings: The findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value-based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process. Research limitations/implications: The paper, though scientific, it is in parallel a conceptual one. The "strategic reflexivity" concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically-based proposition towards further practical and scholarly development. Originality/value: The research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter-proposing strategic redevelopment that is explicitly value-based; it identifies the value-based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the "strategic reflexivity" concept and process within the above context towards theoretical development and practical implementation.

KW - Change

KW - Competitiveness

KW - Innovation

KW - Marketing

KW - Reflexivity

KW - Strategy

KW - Value

UR - http://www.scopus.com/inward/record.url?scp=84865348806&partnerID=8YFLogxK

U2 - 10.1108/13522751211257097

DO - 10.1108/13522751211257097

M3 - Article

AN - SCOPUS:84865348806

VL - 15

SP - 420

EP - 437

JO - Qualitative Market Research

JF - Qualitative Market Research

SN - 1352-2752

IS - 4

ER -