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Is a billboard or exhibition stand in a noisy place as efficient as one somewhere calmer? And the only person who can take responsibility for how your brand sounds is you. Living in a city you experience hundreds of stressful moments every day. There is traffic, queues in shops and the phone rings at the most inconvenient moment. Brands that organise their setting to make you feel calm stand out. They make you want to stay in their shop and listen to their message.

Creative thinking - how to get out of the box and generate ideas: Giovanni Corazza at TEDxRoma

But the opposite applies as well. Many brands still play music when background noise is already very loud, but music over noise only means more noise. Have you ever been to a conference in a modern building made of glass and steel? This kind of buildings can be noisy and it can be hard to actually have a conversation in there. More sound absorbing furniture can make a huge difference. Where you choose to have your business meetings affects the outcome. Imagine how big the loss in attention, memory and creativity is in situations like this.

Learning From Artists Many artists use sound in their installations and marketers have a lot to learn from them. In , sound artist Robert Jarvis introduced sound installations to the high streets of two UK seaside towns; Cliftonville in Margate and Broadstairs in Kent. When you walked down these streets you heard the song of nightingales. The method he used to achieve this was loudspeakers hidden in shop windows.

Retailers who were involved in the project reported that there was less crime and less rude language in their street during the project. Was this because you are in a different mood when listening to bird song? Probably, yes. You can download and read the full project evaluation report here. Stressful and noisy environments make it hard to make decisions.

If a place is too noisy your customers will leave quickly. We live in a loud world and who has the energy to be in a place that makes you feel more stressed? Sound Audit If you are serious about creating the right kind of ambiance for your brand, doing a sound and noise audit can be a good start.

A first step could be to collect data about how your brand sounds. Hence, Fig. Research Model 3. Methodology This is a quantitative research study based on a questionnaire survey, using purposive sampling. The unit of analysis is the senior management of telecommunication firms that have been operating for more than five years and demonstrated investment spending over USD 10 million. The questionnaire survey was conducted between November and January The minimum required sample size is based on Hair et al.

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The data were collected through a self-administered online questionnaire, which was distributed through Mes- senger, WhatsApp, Telegram, and email. Due to the limitation of the data sample, SmartPLS is used to conduct the statistical analysis. Result To test the relationship between latent variables and their indicators, as well as the hypotheses and model, both the measurement and structural tests are used. The results are presented in Table 1.

As shown in Table 1, the values for all latent variables and dimensions are valid, demonstrating good reliability. The results for the discriminant validity are shown in Table 2. The results for the convergent validity, assessing whether indicators are higher than a 1. The complete research model is shown in Fig. The Complete Research Model.

Hypothesis Testing Partial testing of the hypotheses measured the direct relationship between the variables. The results are shown in Table 4. Moreover, where marketing orientation acts as a moderating variable, the development of dynamic capabilities is accelerated under the influence of digital leadership. Simultaneous testing of the hypotheses assessed the indirect effect of the independent on the dependent variables. The result is shown in Table 5. The t-values and p-values of the direct relationship for digital leadership are higher than 1.

The result of the simultaneous testing is similar for the indirect influence of digital leadership on inno- vation management. Once more, the role of marketing orientation as a moderating variable is to acceler- ate the development of dynamic capabilities. Discussion and Implications This study has revealed that the development of innovation management based on dynamic capabilities will strengthen process, product, and position innovation, as shown in Fig.

Digital Leadership: How Creativity in Business Can Propel Your Brand and Boost Your Results

Paradigm innovation is required more than the others for exerting a significant impact on factors such as social entrepreneurship Sullivan Mort et al. As dynamic capabilities were found to consist of strong adaptive and man- agement capabilities in decision-making, this study reinforces the findings of previous studies: dynamic capabilities enable organizations to innovate, by detecting even the weakest signals to sense changes in the market, developing scenarios to seize opportunities and mitigating risks to avoid the threats, and finally, reconfiguring the organization and reshaping the environment to navigate volatile and turbulent markets in the future Mezger, ; Schoemaker et al.

Innovation-based dynamic capabilities put dynamic capability at the center of innovation and the business model. Navigating a dynamic and VUCA environ- ment in the digital era requires special leadership that combines leadership capabilities with optimizing digital opportunities and threats to ensure a sustainable and profitable organization.

The findings of this study are in line with those of earlier studies by Schoemaker et al. Reflectiveness and inquisitiveness are related to leaders interpreting, and challenging their interpretation of, situations; in other words, pos- sessing the curiosity and ability to sense market changes, seize opportunities, and mitigate threats. Finally, creativity is critical in the digital era to suggest numerous innovative busi- ness models.

The emergence of the Internet of things IoT has enabled all parties in an industrial sector to be connected and collaborate virtually, which could transform the new model and create remarkable innovation. The implication of these re- sults is the urgency to develop digital leadership with which a firm can transform its dynamic capabilities and adaptability to change.

Digital leadership is central to this transformation due to its significant direct and indirect influence on managing innovation: a digital leader possessing not only capability and com- petence in digital technology but also a focus on market orientation accelerates innovation. Such findings lead to the digital transformation model, based on Schoemaker et al. Meanwhile, the development of digital leader- ship is contingent on continuous learning in adapting to change. Conclusion, Limitations, and Further Developments Digital leadership based on dynamic capability has a significant direct and indirect effect on innovation, which, critically, can be accelerated when the leader focuses on market orientation.

This reveals disrup- tive innovation to be where the leader fails to consider changes in the market and customer demand. There were limitations to this study in terms of sample size, methodology, time, and research model; hence, the findings could be enhanced further by research in industries and countries other than telecom- munications in Indonesia, using a larger sample and advanced statistical analysis. In addition, a longitu- dinal study could better assess the long-term impact of digital leadership.


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Journal of Creativity and Business Innovation, 4 April. Arief, M. Dynamic capability as a business strategy enhancing the business performance A conceptual approach. Advanced Science Letters, 21 4 , — Basuki, Y. The role of leadership, dynamic capabilities, and organization culture, in company performance of manufacturing industries in Indonesia Study in food and beverages industries.

Digital leadership: how creativity in business can propel your brand & boost | eBay

Advanced Science Letters, 21 5 , — Berman, S. The next digital transformation: From an individual-centered to an everyone-to-everyone economy. Strategy and Leadership, 42 5 , 9— Bessant, J. Innovation management and dynamic capability. Dynamic capabilities vs.

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