The impact of the organizational innovation on strategic change: Cognitive and learning perspectives

Bounded rationality hypothesis makes strategic management scholars increasingly concerning about the cognitive and behavioral for strategic decision makers. This paper studies the impact of strategic change antecedents on the foundation of implicit cognitive, behavioral for organizational innovation. The characteristic elements of organizational innovation at different levels will influence the generation of organizational “new ideas” and “new behaviors”, lead to changes in the cognition and behaviors of managers and thus result in strategic changes and establish the influential factor model of strategic change in the perspective of organizational innovation. By analyzing the internal elements of organizational innovation at the three levels of individual, group and organization, obtain the three-level characteristic elements of organizational innovation accordingly: individual innovative quality and preference, group innovative atmosphere and knowledge-type organization, which are taken as the influential factors of insight-dominant strategic change and execution-dominant strategic change. Upon verifying the factor model through the structural equation model, it is observed: the three-level characteristic element of organizational innovation, i.e., individual innovative quality and preference, group innovative atmosphere and knowledge-type organization all influence strategic change positively. In terms of the influence on insight-dominant strategic change, the influential extent of knowledge-type organization is the highest; in terms of influence on execution-dominant strategic change, the influential extent of group atmosphere is the highest. This analysis is helpful for causing enterprise to understand the process of strategic change from the perspective of organizational innovation and helps them to build a bridge for realizing strategic change from the organizational innovation activities internally.