Innovation Adoption and Organizational Agility in Tanzania

Abstract

Purpose: The aim of the study was to assess the innovation adoption and organizational agility in Tanzania. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The study found that successful innovation adoption hinges on an organization's ability to be agile, which involves swiftly and effectively responding to market changes and technological advancements. Organizational agility encompasses flexibility in processes, a culture that supports experimentation and learning, and the ability to reconfigure resources and capabilities dynamically. Companies that exhibit high levels of agility tend to adopt innovations more readily, leading to improved performance and sustainability. Furthermore, fostering an innovative culture and investing in agile practices are essential strategies for organizations aiming to stay ahead of competitors and meet evolving customer needs. Implications to Theory, Practice and Policy: Diffusion of innovations theory, resource-based view theory and dynamic capabilities theory may be used to anchor future studies on assessing the innovation adoption and organizational agility in Tanzania. In practice, organizations should prioritize fostering agile mindsets and cultural transformations to create environments conducive to innovation adoption and agility. From a policy perspective, governments and policymakers should focus on creating supportive environments and incentive structures that encourage innovation adoption, entrepreneurship, and collaboration between academia, industry, and government sectors.