ARTÍCULOS ORIGINALES
ISSN 2389-8186
E-ISSN 2389-8194
Vol. 9, No. 1
enero-junio de 2022
doi: https://doi.org/10.16967/23898186.765
pp. 6-22
rpe.ceipa.edu.co
*PhD in Management. Bartin University, Bartin, Turkey. E-mail: fsonmez@bartin.edu.tr. ORCID: 0000-0001-5845-9162.
Google Scholar: https://scholar.google.com/citations?user=IxIrwuMAAAAJ&hl=tr.
**
ORCID: 0000-0001-8743-356X. Google Scholar: https://scholar.google.com/citations?user=gqZP7-8AAAAJ&hl=tr. Scopus Author ID:
https://www.scopus.com/authid/detail.uri?authorId=57211239990.
Will Innovation management and
re-engineering positively affect
sustainability and performance?
Research in energy companies
FATMA SONMEZ CAKIR*
ZAFER ADIGUZEL**
ISSN 2389-8186
E-ISSN 2389-8194
Vol. 9, No. 1
enero-junio de 2022
doi: https://doi.org/10.16967/23898186.765
COMO CITAR ESTE ARTÍCULO
How to cite this article:
Sonmez Cakir, F. and Adiguzel, Z.
(2022). Will Innovation management
sustainability and performance?
Research in energy companies.
Revista Perspectiva Empresarial,
9(1), 6-22.
Recibido: 09 de octubre de 2021
Aceptado: 28 de marzo de 2022
ABSTRACT Failure in reengineering or innovation management will not only decrease the
performance of the organization but also endanger its sustainability. Objective. To carry out
a study on energy companies to investigate the importance of the subject. Methodology.
The reason energy companies are selected for the research is that innovation and change
come to the fore with the need for new energy sources. LISREL, SPSS 25 and SPSS PROCESS
V.3 were used in the analyses. Results. As a result of the research, it can be said that
innovation management in energy companies has a positive impact on both sustainability
and performance. At the same time, both the independent and the mediation variable eect
of reengineering is positive. Conclusions. Innovation and change are inevitable and can be
explained as a result of research where positive results can be achieved if properly managed.
KEY WORDS Innovation management, re-engineering, sustainability, nancial and growth
performance.
RESUMEN El fracaso en la gestión de la reingeniería o de la innovación no solo disminuye el
rendimiento de la organización, sino que también pone en peligro su sostenibilidad. Objetivo.
Realizar una investigación en empresas energéticas para indagar sobre la importancia de
este tema. La razón por la cual se seleccionan las empresas energéticas para
investigación es que la innovación y el cambio pasan a un primer plano con la necesidad de
nuevas fuentes de energía. En los análisis se utilizaron LISREL, SPSS 25 y SPSS PROCESS
V.3. Como resultado de la investigación se puede armar que la gestión de la
innovación en las empresas energéticas tiene un impacto positivo tanto en la sostenibilidad
como en el rendimiento. Al mismo tiempo, tanto el efecto de la variable independiente como
el de la mediación de la reingeniería son positivos. Conclusiones. La innovación y el cambio
son inevitables y pueden explicarse como resultado de la investigación en la que se pueden
lograr resultados positivos si se gestionan adecuadamente.
PALABRAS CLAVE gestión de la innovación, reingeniería, sostenibilidad, rendimiento
nanciero y crecimiento.
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ARTÍCULOS ORIGINALES
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
RESUMO A falha em gerenciar a reengenharia ou a inovação não apenas diminui
o desempenho da organização, mas também compromete sua sustentabilidade.
Objetivo. Realizar pesquisas em empresas de energia para investigar a importância
deste tema. A razão pela qual as empresas de energia são selecionadas
para pesquisa é que a inovação e a mudança vêm à tona com a necessidade de novas
fontes de energia. LISREL, SPSS 25 e SPSS PROCESS V.3 foram utilizados nas análises.
Como resultado da pesquisa, pode-se armar que a gestão da inovação
nas empresas de energia tem impacto positivo tanto na sustentabilidade quanto no
desempenho. Ao mesmo tempo, tanto o efeito da variável independente quanto a
mediação da reengenharia são positivos. Conclusões. A inovação e a mudança são
inevitáveis e podem ser explicadas como resultado de pesquisas em que resultados
positivos podem ser alcançados se gerenciados adequadamente.
PALAVRAS CHAVE gestão da inovação, reengenharia, sustentabilidade, desempenho
nanceiro e crescimento.
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Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
In innovation management, it is important
to manage inventions and changes, and to
assimilate them and make them understandable
to organizational structures. It can be very
Many innovations are not implemented with the
idea that because the success of innovations is
unpredictable or future impacts cannot be seen.
Although this is troubled, businesses should not
give up innovation. Because the future of businesses
depends on their good use of innovation skills and
capacities (Top, 2008). The ability of a business to
achieve competitiveness among its competitors
depends on the differences and innovations it
creates in product, service and process using
knowledge and developing technology. Having
impact between technology and competitive
advantage, businesses follow both technology
and innovations by investing in innovation and
competing businesses for remain at a competitive
level. The importance of reengineering for
innovation can be seen whether the sustainability
of enterprises can be achieved. Innovation
activities must be managed well and successfully
carry out change within the organization in order
to be successful. Because the most important
factor in the survival of businesses is the ability
to innovate. In this, the impact of reengineering
on innovation activities within the organization is
very important. The more innovations a business
has, the more competitiveness it increases its
capacity to be permanent. Dynamic environmental
conditions created by rapid changes in economic,
technological, social and organizational areas as
a result of globalization; increase competitive
conditions, increase market requirements
changes, causes shortening of product life cycle,
raising awareness due to offering consumers
the right to choose, and thus threatening the
existence of businesses to change forcing. In
order to respond to these challenging reasons
and to be permanent, by turning the situation
into opportunity, a new approach to management
and reengineering emerged in the 1990s (Mische,
2017). Re-designing of business processes is one
of the most popular reengineering management
approches that have attracted attention in recent
years in the business world. Although compared
with successful and unsuccessful examples in
the literature related to reengineering, it turns
into an important management weapon that
promises success against competitors when
applied correctly and carefully is able to. In
interconnected processes that can convert to
multiple outputs using one or more inputs,
reengineering enables competitive, creative and
lucrative businesses to occur (Riyanto, Primiana
and Azis, 2018). Innovation is an important
factor that affects the productivity of businesses.
Giving importance to innovation activities enables
businesses to produce at a lower cost compared to
competitors. Businesses develop new production
methods, reduce costs and increase productivity,
thus providing an ununderestimated advantage
over competitors (Can, 2012). Innovation is a
sustainable tool of growth for businesses, as
well as increasing customer needs, increased
media support, increased employee loyalty to the
business, and the natural result of all rising income
management —IM— and re-engineering —RE—
performance —FGP—.
Innovation Management
Innovation management is expressed as a
business or organization managing business
processes, technology and human relationships
in a way that contributes to innovation practices
(Tidd and Bessant, 2018). Innovation management
requires certain strategic and organizational skills.
Strategic capability can be mentioned in businesses
if they have long term planning, ability to predict
and predict market trends, access to economic
and technology information, evaluation and
adoption. Organizational skills are: the ability to
identify and manage structural and environmental
risks of the enterprise, the level of cooperation
and communication between organizational
departments, research organizations, academic
institutions, expert and professional persons and
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ARTÍCULOS ORIGINALES
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
institutions applied to consultancy, relationships
established with consumers and suppliers, and
the quality and level of investment in human
(Elçi, 2007). Today’s modern innovation models
are more complex and envisaged effective
communication between different activities than
previous innovation models consisting of closed
and unilateral communication to the external
heart of the innovation management process is
the organization’s knowledge-based foundation.
The basis of information of the business is the
organizational structure with values, beliefs
and habits coming from the past to the present.
That’s why good innovation management is
needed to be successful in reengineering. Because
reengineering is able to carry out change in all
processes based on the basic information that the
organization has. Success in reengineering can
management is weak. Because the structure of
the organization, which consists of its values
based on knowledge, prepares an important
infrastructure by supporting and strengthening
communication and interaction in the innovation
process (Uzkurt, 2010). Therefore, it is necessary
a single impact on innovation management.
Besides, organizational culture is the key element
in innovation. Organizational culture occurs and
develops with changes occurring in different
by changes of other elements (Smith et al., 2008).
Innovation management provides businesses
with a sustainable competitive environment. It
is the main factor in providing change, positively
affecting change. This style of management should
be continued continuously, not when it is needed.
In-business and non-operational resources are
essential for the start and continuation of the
innovation management system. R&D studies
requests, needs and information about the market
in which the business operates is the biggest
factor in determining the goal of the innovation
this scope, the impact of innovation management
growth performance are examined.
Re-Engineering
Reengineering is the redesign of processes in
performance criteria such as service, speed, cost
and quality in the rapidly renewed world as a result
of the need for change (Shen and Chou, 2010).
Companies that are challenged to compete have
new start-up processes by changing everything
to survive and solve their problems. This is where
to make changes in organizations. The change can
always be met with resistance. Importance is given
to the concepts of redesigning and structuring
processes. Reengineering is a new design project
that accepts the change process as the focal point
(Hammer and Champy, 2009). That is, it is a holistic
reconstruction of the organizational structure, all
to achieve radical developments in terms of quality,
cost and speed (Michela, Carlotta and Andrea,
good innovation management, change may increase
the probability of success in engineering. Thus, the
performance of strategic and added value business
processes, structures, systems and policies in the
organization will increase in the performance of
radical and rapid redesign takes place (Doumeingts
order to ensure sustainability. Because in order to
achieve quality, innovation and service objectives,
processes (Altinkemer, Ozcelik and Ozdemir, 2011).
However, the contribution of management in the
implementation of reengineering can be realized by
ensuring the participation of employees together.
The fact that the reengineering is in accordance with
the business culture and adopted by the employees
is the most fundamental element that brings the
good. Therefore, innovation management needs to
be successfully carried out within the organization,
changing and developing market conditions. They
should be. In order to ensure sustainability and to
be successful in performance criteria, the product
and service range is renewed in accordance with
the demands and expectations in the market and
with creativity. This, need to be reinstalled. At the
same time, companies reaching the organizational
structure that will provide high level quality and
customer satisfaction will have achieved permanent
success (Jovanoski, Malinovski and Arsenovski,
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FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
2017). The hypotheses examined and tested within
this scope are:
H3: Innovation management has the positive
effect on re-engineering.
management and sustainability, there is mediation
variable impact of re-engineering.
H7: In the relationship between innovation
performance, there is mediation variable impact
of re-engineering.
Sustainability
Sustainability is one of the most spoken and
written concepts in recent years (Robertson, 2017).
Social development, economic development and
environmental protection themes are examined
together with the concept of sustainability (Dresner,
2008). In order to be successful in sustainability, it is
necessary to be innovative and creative by adapting
to change. Because in order to be successful against
competitors, organizations must be able to respond
to customer requests and needs (Lubin and Esty,
2010). Sustainability is of great importance for
implementing decision units as it means continuity
in economic terms (Solow, 2019). Sustainability
to use any system or ecosystem with continuity
without distortion, seamless, overloading the main
resources and overuse without the consumption
Therefore, resources need to be used very well
in innovation management and reengineering.
achieve. Resources must be evaluated continuously
for the continuity of activities and a sustainable
structure (Gibson, Hassan and Tansey, 2013). In
addition, planning, organizing, execution and
auditing within the framework of innovation and
change taking into account the environmental, social
and economic impacts of activities in achieving
sustainability activities must be carried out
century, businesses use irresponsible resources
and environmental impact can adversely affect the
economic performance of businesses can be said
not considered (Gibson, Hassan and Tansey, 2013).
In recent years, many large-scale businesses, both
in-house and outside the organization, have been
seen to attach importance to sustainable activities
(Clayton and Radcliffe, 2018). Businesses need to
and the environment, as well as sustainable
human resources towards their employees in
a sustainable manner (Garvare and Johansson,
2010). Because in order for innovation and change
to be successful, human resources are needed.
Performing sustainable models in innovative and
creative management, performance-oriented
organizations have now made sustainability a
corporate understanding and incorporated into
this scope, the impact of innovation management
and reengineering on sustainability is examined.
The hypotheses examined and tested within this
scope are:
H1: Innovation management has the positive
effect on sustainability.
H4: Re-engineering has the positive effect on
sustainability.
Financial and Growth Performance
become increasingly important for businesses to
regularly calculate and compare their performance
to tables (Örs, Takil and Altin, 2015). Performance
is to maintain the activities of an employee, a group,
or a business in order to reach the targeted point
in a business, what it can reach as a result of these
activities and what is about the qualitative and
quantitative measurement of what you can achieve
(Kanten and Darma, 2017). The combination of
measurement valuations constitutes the overall
Businesses that achieve high performance increase
performance of enterprises who want to increase
increase the income of their employees, providing
products to the customer with better quality,
well as positive results (Lappalainen and Niskanen,
2012). Businesses achieve this performance by
managing the resources they have and using
these resources in their operational, investment
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ARTÍCULOS ORIGINALES
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
Businesses that manage their resources correctly,
plan and implement their management activities
can be in an advantageous position to improve their
performance. Therefore, innovation and change are
important for businesses. Managers should manage
their business processes taking into account all the
positive and negative factors that have an impact on
Financial measurements, which are one of the most
business, according to Bayyurt (2007), are obtained
an indication of how much businesses can reach
growth is the changes and developments that
occur from the material and human elements
of a business. In order for these changes and
developments to be successful, innovation activities
must be managed well and the change must be
done correctly and on time. The performance of a
business informs interested people who study the
current state of the business, its current resources,
growth rate, while on the other hand, its potential
power in the conditions in which the business is
in shows (Raffoni et al., 2018). Businesses with
high growth performance have bigger resources
and market share, so they are more breakthrough
and stronger in competitive areas. They can also
high capital. Businesses that have improved growth
performance can be borrowed at smaller interest
rates than low-performance businesses because
they are less risky. In addition, low performance
businesses fail in innovation activities and change,
but at the same time due to failure to work with
scope, the impact of innovation management and
is examined. The hypotheses examined and tested
within this scope are:
H2: Innovation management has the positive
H5: Re-engineering has the positive effect on
Methodology
Surveys were collected and analyzed from
companies. Since the scale created is also sent to
foreign employees, the form has been prepared
in both Turkish and English to increase the
comprehensiveness of its articles. 723 returns
scales were included in the study due to missing
can be seen enough and therefore analyzes have
been made. As a result of preliminary analysis, there
was no question to be removed. IM factor 15, S factor
10, FGP factor 11 and RE factor 10, were measured
with statements. The survey link was left active
for 30 days without restrictions on the duration of
the survey, and the participants were relieved in
giving answers by providing anonymity. It is aimed
to prevent Common Method Variance problem that
may arise through these. IBM SPSS 25 program from
calculating descriptive statistics in demographic
dimensions and other factors dimensions of the
study, LISREL package program for validating factor
analysis and hypotheses SPSS PROCESS V3.4 plugin
was used for testing all. In the measurement of the
dimensions of the model consisting of four factors
(IM, S, FGP, RE), a 5-point Likert Scale ranging
from “Absolutely Disagree” to “Absolutely Agree”
was made. Innovation Management scale, Küsbeci
(2013) and Mazzarol, Reboud and Volery (2010)
reengineering. The work of Çankaya and Sezen
Antoncic and Hisrich (2001) and Zahra, Neubaum
and El–Hagrassey (2002) on the Financial and
Growth Performance scale.
Research Model
Based on literature review, data were analyzed
to determine the relationship between statistical
concepts due to a quantitative approach. They
were used arguments to judge the impact on the
dependent variable in a quantitative research test
(Thomas, Nelson and Silverman, 2015).
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FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
Figure 1.
The accuracy of the model given in Figure 1
between IM, S, FGP and RE is investigated. The
created model is subjected to analysis. Direct effect
of IM variable on S (H1), FGP (H2), and RE (H3),
direct effect of RE variable on S (H4) and FGP (H5),
The mediator effect on the relationship between FGP
(H7) was analyzed. The IM variable was an argument
for H1, H2, and H3 hypotheses, while it created the
dependent variables S, FGP, and RE. Similarly, in
H4 and H5 hypotheses, RE is independent, while
S and FGP dependent variables are shown. H1-H5
hypotheses were reported by analysis by PROCESS
V3.4 with simple linear regression with a dependent
and H7 hypotheses were also made and reported
with PROCESS V3.4 plugin.
Results
At the beginning of the study, it is necessary to
reveal the extent to which the data supports the
model. For this purpose, Validating Factor Analysis
—CFA— in LISREL program, the results of the tests
for the loads of expressions according to the factors
factors in the meaningfulness level of expressions
in Table 1 is given.
Factor analysis collects interrelated data under
the same set or factor by looking at the correlation
relations between the data and is examined in
“factor.” The creation of these factors is the main
function of factor analysis and the correlations
between expressions/substances are applied in this
factorization. Expressions that do not correlate with
other expressions or correlate very high with one
or more expressions are removed from the analysis
factor analysis, it is necessary to determine whether
the correlation matrix is a unit matrix and whether
the data set is suitable for Factor analysis. To do this,
—KMO— value of the data and the Bartlett Test
test result less than 0.05 indicates that the data
is suitable for factor analysis and the correlation
matrix is not a unit matrix. During the analysis,
KMO: 0.923 and Bartlett test result, it was found
to be 0.000 and it was decided that the data was
generation data analysis techniques (Hair Jr. et al.,
2017). In order to determine whether the 4-factor
structure established for the model is provided by
the data, CFA was made and the results obtained
are presented.
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ARTÍCULOS ORIGINALES
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
CFA results
IM1. A multi-faceted communication system is used in the institution where I work and
the opinions of all employees are received.
0.735 0.540 0.000
IM2. Trainings are given in order to ensure the development of personnel in the institution
I work.
0.761 0.579 0.000
IM3. Innovative steps are being taken in line with customers’ demands. 0.712 0.507 0.000
IM4. Project groups are established in the institution where I work and development
studies are provided.
0.761 0.579 0.000
IM5. In the institution where I work, decision-making authority within production/service
activities is common to all employees.
0.779 0.607 0.000
in the best way.
0.789 0.623 0.000
IM7. Innovation studies carried out in the institution where I work are easily perceived. 0.796 0.634 0.000
IM8. Employee participation is increasing thanks to innovation management in the
institution I work for.
0.803 0.645 0.000
IM9. Innovation management increases quality in the institution I work for. 0.839 0.704 0.000
IM10. In my institution, innovation management increases the level of flexibility. 0.838 0.702 0.000
IM11. Innovation management ensures that the institution I work for achieving its
objectives.
0.792 0.627 0.000
IM12. Innovation management provides continuous improvement in the institution
where I work.
0.822 0.676 0.000
IM13. In the institution I work for, innovation management increases the diversity. 0.802 0.643 0.000
IM14. In my institution, innovation management increases the speed of innovation. 0.776 0.602 0.000
where I work.
0.839 0.704 0.000
S1. The institution I work with increases R & D activities. 0.735 0.540 0.000
0.780 0.608 0.000
S3. Product/service quality is increasing in the institution where I work. 0.647 0.419 0.000
S4. There is a positive improvement in the environmental position of the institution I
work for.
0.736 0.542 0.000
S5. Investments in social projects (education, culture, sports) are increasing in the
institution where I work.
0.763 0.582 0.000
S6. The institution I work for is experiencing an increase in the welfare of all stakeholders. 0.672 0.452 0.000
S7. Training opportunities given to employees in the institution where I work are increasing. 0.777 0.604 0.000
S8. In the eyes of customers, the image of the institution I work for is increasing. 0.768 0.590 0.000
stakeholders (e.g. non-governmental organizations, employees, customers).
0.737 0.543 0.000
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Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
S10. Customer complaints are decreasing in the institution I work for. 0.705 0.497 0.000
0.702 0.493 0.000
0.638 0.407 0.000
FGP3. Net income from basic activities is increasing. 0.756 0.572 0.000
0.655 0.429 0.000
0.725 0.526 0.000
FGP6. The annual average increase in sales is increasing. 0.750 0.563 0.000
0.786 0.618 0.000
FGP8. The increase in the number of employees is increasing. 0.727 0.529 0.000
FGP9. The increase in the number of new customers is increasing. 0.781 0.610 0.000
FGP10. In general, the position in the competitive environment in the market is good. 0.706 0.498 0.000
0.778 0.605 0.000
RE1. In the institution where I work, the reengineering aims to change rather than to
develop the system.
0.780 0.608 0.000
RE2. One of the most important common features of the processes applied in reengineering
in the institution I work with is the removal of standardization.
0.754 0.569 0.000
RE3. In my institution, reengineering pushes aside all the rules and practices of the past. 0.799 0.638 0.000
RE4. In my institution, change means starting business from scratch. 0.762 0.581 0.000
RE5. In the institution where I work, information is excused in order to compare with
similar businesses.
0.806 0.650 0.000
RE6. Reengineering includes inventing, exploration, creativity and synthesis. 0.739 0.546 0.000
RE7. Reengineering must be managed by top managers to be successful. 0.740 0.548 0.000
RE8. Reengineering predicts rapid and radical changes. 0.789 0.623 0.000
RE9. Allows the change of structures of organizations from hierarchy to simplicity. 0.680 0.462 0.000
RE10. Reengineering, in some cases, leads to the recreation of the organization’s identity,
the structure and basic strategies of its products and services.
0.624 0.389 0.000
Factor loads indicate to what extent expressions
are associated with the factors. The factor loads of
indicate that the factors and expressions are
appropriate. In the meaningfulness test of the
relations of the factors with expressions, all p value
values were found to be 0.000. All expressions
have an important relationship with the factors
and reliability values of the factors that have been
formed are given in Table 2. Conformity values
obtained from the model generated as a result of
Adiguzel, 2020).
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Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
Descriptive Statistics, Correlations and Reliability Statistics
NKMO S.D. IM SFGP RE AVE CR
IM 15 0.956* 3.95 0.85 [0.957] 0.62 0.96
S10 0.893* 4.09 0.72 0.534** [0.902] 0.54 0.92
FGP 11 0.906* 4.23 0.64 0.505** 0.761** [0.914] 0.53 0.93
RE 10 0.915* 4.06 0.67 0.574** 0.654** 0.623** [0.869] 0.56 0.93
Alpha values of the factors.
In Table 2, descriptive statistical values for
factors and KMO values are given as a single factor
within each factor. The Bartlett test results for all
factors are less than 0.05 and are shown with a single
star value above this KMO value. The mean of the
IM variable obtained by averaging IM expressions
is 3.95 (0.85 standard deviation), the mean of the S
variable is 4.09 (0.72 standard deviation), the mean
standard deviation). The correlation of variables
importance level for all variables. Double asterisks
correlations are important at 0.01. The expressions
in square brackets are the Cronbach Alpha values
of the factors. Since all Cronbach Alpha values
Average Variance Extracted —AVE— values are a
convergent validity value calculated from factor
loads. The Composite Reliability —CR— value is
also calculated from factor loads. AVE values must
be 0.50, CR values above 0.70, while AVE values
of the same factors must be smaller than their CR
values. All AVE values calculated using factor loads
are above 0.50, all CR values are above 0.70, and AVE
values for all factors are less than their CR values.
This four-dimensional structure has convergent
validity and composite reliability values.
After these stages, the result is obtained that the
data is suitable for the model. PROCESS V3.4 with
SPSS was used to test hypotheses and the following
results were obtained.
H1-H5 hypothesis results
HIndependent
Dependent
Sig. Reject/Accept
H1 IM S0.534 0.000 0.285 271.123 Accept
H2 IM FGP 0.505 0.000 0.254 231.691 Accept
H3 IM RE 0.574 0.000 0.328 332.912 Accept
H4 RE S0.654 0.000 0.427 506.391 Accept
H5 RE FGP 0.623 0.000 0.387 430.020 Accept
17
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Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
Simple linear regression was performed for H1-
H5 hypotheses. The relations between them have
already been revealed with the correlation process,
reason, models are created with regression process.
Table 3 provides dependent and arguments for each
hypothesis, Standard Beta, Adjusted R Square, F
value, and Sig. values calculated for the established
model. R Square values indicate how much the
argument describes the change in the dependent
variable. F value values give results related to the
meaningful. Sig for all hypotheses. Both F value
values indicate that models are meaningful and
claim the effect of mediation variable. The results
se t p LLCI ULCI S.coef
Constant 2.2722 0.1004 22.6326 0.000 2.0751 2.4693
IM 0.4533 0.0248 18.2459 0.000 0.4045 0.5021 0.5739
se t p LLCI ULCI S.coef
Constant 1.0518 0.1271 8.2723 0.000 0.8022 1.3015
IM 0.2006 0.0290 6.9189 0.000 0.1437 0.2576 0.2374
RE 0.5538 0.0367 15.0848 0.000 0.4817 0.6258 0.5176
se t p LLCI ULCI S.coef
Constant 2.3101 0.1108 20.8407 0.000 2.0924 2.5277
IM 0.4517 0.0274 16.4658 0.000 0.3978 0.5055 0.5345
BootSE BootLLCI BootULCI
H6: Accept
RE 0.2970 0.0301 0.2390 0.3579
A mediator test developed by Hayes (2009)
and mediator effect analysis was performed in
Table 4. In this test, there are no p value values
in mediator effect analysis. The mediator effect is
interpreted based on the BootLLCI and BootULCI
values. If there is no zero value between BootLLCI
and BootULCI values mentioned in a model, the
mediator effect is mentioned in the relationship.
There is no zero number between BootLLCI
(0.2390) and BootULCI (0.3579) values under the
“Completely standardized indirect effect(s) of IM
on S” line in the table (one of the values must be
therefore accepted and RE was considered to be
mediator variable in the relationship between IM
and S. Also in the table “Outcome Variable: RE” is
given the effect of the IM variable on RE. In this
process, it can be seen again that the H3 hypothesis
that IM is dependent on independent RE (p value:
0.000<0.05). In Table 4, “Outcome Variable: In the
S” line, the model results were given if the IM and
RE variables are independent, and the S variable is
dependent, and the presence of the effect is accepted
(p value: 0.000<0.05). The results obtained for H7
are given in Table 5.
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ARTÍCULOS ORIGINALES
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
se t p LLCI ULCI S.coef
Constant 0.2722 0.1004 22.6326 0.000 2.0751 2.2643
IM 0.4533 0.0248 18.2459 0.000 0.4045 0.5021 0.5739
se t p LLCI ULCI S.coef
Constant 1.6667 0.1173 14.2026 0.000 1.4363 1.8971
IM 0.1644 0.0268 6.1416 0.000 0.1118 0.2169 0.2194
RE 0.4713 0.0339 13.9119 0.000 0.4048 0.4048 0.4971
se t p LLCI ULCI S.coef
Constant 2.7377 0.1004 27.2785 0.000 2.5406 2.9347
IM 0.3780 0.0248 15.2214 0.000 0.3293 0.4268 0.5047
BootSE BootLLCI BootULCI
H7: Accept
RE 0.2852 0.0296 0.2288 0.3447
There is no zero number between BootLLCI
(0.2288) and BootULCI (0.3447) values under the
“Completely standardized indirect effect (s) of IM
on S” line in the table. H7 was therefore accepted
and RE was considered to be mediator variable in
the relationship between IM and S. Also in the table
“Outcome Variable: RE” is given the effect of the IM
variable on RE. The results here are the same as
the previous table. In Table 4, “Outcome Variable:
In the “FGP” line, the model results were given if
the IM and RE variables are independent, and the
FGP variable is dependent, and the presence of the
effect is accepted (p value: 0.000<0.05).
Discussion
It can be noted that the vast majority of
businesses make commercial innovations based
on competition and realize at least one of the types
of innovation. However, discussions continue on
how innovations should be managed or managed.
Because many companies that fail in innovation
management are wiped out of the market where
they are. For this reason, almost all businesses
Businesses develop new organizations can lead to
the emergence of other innovations as well as an
innovative product and process that can uncover
innovations can be said that they are trying to
build the organizational structure. According to
effect of innovation type on performance was
examined the types of innovation as integrated and
examined the performance effect as a whole, not
as a single period. So the importance of managing
innovation depends on how it positively affects
performance. But one should not forget the impact
of change in innovation management. American
management expert Hammer introduced the
19
ARTÍCULOS
FATMA SONMEZ CAKIR, ZAFER ADIGUZEL
Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
time. Hammer and Stanton (1995) are literally
separated from the past of reengineering as
one of the important milestone in the history of
mankind in his books. If innovation and change
are achieved, sustainability of the business can
also be possible. The research results are also in
this direction. It can be argued that innovation
management and reengineering have a positive
impact on sustainability and performance.
From here, reengineering can be expressed
as “reconstruction” and interpreted by many
management scientists as a “white page” opening
and starting everything again (Aktan, 2003).
From this point of view, participation of human
resources with high creativity and competent in
terms of technical knowledge and skills should be
ensured. However, new organization, or in other
words, reorganization is a long process, and the
loss of time in this process is one of the factors that
badly affect the performance of businesses. For this
reason, organizations that are conscious of acting
planned and programmed are more successful than
their competitors.
Conclusion
Factors such as the spread of companies around
the world with globalization, developments in trade
and technology, activities in production-service
areas and becoming more conscious of consumers
changing the structure of the market. Businesses
develop a variety of methods for product or service
to increase market share and superiority in an
evolving competitive environment. Businesses
traditional practices for competitive advantage.
Due to many factors such as rapid response to
market demands, quality of products and services,
development of growth activities, producing
products and services according to customers’
requests businesses need to pay attention to their
implementation of innovation. The results of the
research are in this direction. It can be explained
that innovation management has a positive
effect on sustainability in the event of successful
success. Sustainability, which is one of the three
objectives of businesses, is important for the ability
to continue its activities. In order to ensure that
innovative and creative activities must be managed
correctly. However, it also has a positive effect on
performance. Success in innovation management
growth. Firms must keep their organization and
capital structures strong in order to survive in an
increasingly competitive environment. Successes
created by innovative activities developed in
imitated by competing companies. For this purpose,
reengineering needs to be carried out regularly in
a dynamic structure. The results of the research
explain that reengineering has a positive impact on
both independent and mediation effect. Innovation
in a competitive environment is a continuing
activity. For this reason, sustainability can not be
achieved through a single innovation implemented.
Also, innovation in the product or service must be in
integrity with all the activities of the enterprise. The
the market depends on the acquisition of strategic
systems such as production, management,
R&D to enable businesses to realize their goals
need to think about it. The importance of these
functions in the success of strategic objectives
is accepted by everyone, but they are not able to
develop continuously with the same management
idea as the business of reengineering must ensure
the change in all functions without disturbing the
structure. In the event that reengineering can be
successfully realized, both contribute to the success
of innovation management, ensuring sustainability
is affected in the direction. At the same time, in
innovation management, businesses must adapt
to technological changes in order to ensure the
continuity of their competitive attitudes. For this
reason, it should be adopted that raising the quality
quality. From top management in enterprises to
staff working at the lowest level, they need to adopt
the understanding that the next process is customer
and customer satisfaction is important above all.
Increasing skills, knowledge, skills and experience
levels in human resources for the success of the
business, providing the tools and equipment needed
in the processes without delay is important to
provide.
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Revista Perspectiva Empresarial, Vol. 9, No. 1, enero-junio de 2022, 6-22
ISSN 2389-8186, E-ISSN 2389-8194
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