Abstract
This research aimed to explore the influence of implemented innovative managerial practices, processes, techniques and structures on the sustainable performance of a Small and Medium Enterprise (SME) in South Africa. An exploratory research method was utilised to gain insights into management innovation practices in a knowledge-intensive company as the case study organisation. Findings from this exploratory study indicated that the combination of key management innovation aspects such as leveraging collective knowledge of employees, valuing stakeholder relationships and participative decision-making processes contribute to organisational performance. The organisational community pursues a common purpose and stimulates constructive debate in and between self-managing teams, ultimately leading to an environment that supports innovation and the sustainable positive performance of the case study SME, inter alia based on the yearly growth of the net asset value (NAV) for the past ten years.
Highlights
According to Hamel (2007:24,27), management innovation (MI) is one of the key sustainable sources of competitive advantage today
4.2 Research objectives of the study This study focused on the identification and description of management innovation practices, processes, structures and techniques applied in the targeted case study organisation
We’re sitting with space vacancies in this market sector at the moment that is under three and half percent, which is nothing for a fund of this size but I believe the big factor is the fact that we pay good com [commission] and we look after our agents and the minute something goes on the vacancy list the [brokers] push hard to get it filled again.”
Summary
According to Hamel (2007:24,27), management innovation (MI) is one of the key sustainable sources of competitive advantage today. Xue and Zhang (2018:915) argued that organisations investing in MI acquire sustainable competitive advantage that is difficult to replicate or imitate due to the specific nature and internal organisational context. Supporting this view, Birkinshaw and Mol (2006:82) indicated that MI is as crucial as technological advances in ensuring economic and social development. Organisations with the ability to develop and implement practices to build, share and leverage knowledge are predicted to have a competitive advantage (Ireland & Hitt 2005:64). Mol and Birkinshaw (2009:1269) stated that the few studies focusing on the organisation as the level of analysis to understand the cause or consequences of implemented MI practices are outdated. This research explored how leaders use managerial innovation to foster sustainable organisational performance over time
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