Innovation novelty and performance of humanitarian organizations: boundary roles of innovation intensity and external communication

Purpose This purpose of this study is to explore the connection between organizational innovation novelty and operational performance. Grounded in the resource-based view and dynamic capabilities theory, the authors hypothesize that while initial increases in innovation novelty improve performance, excessive novelty can strain resources and capabilities, leading to diminishing returns. The authors also examine how innovation intensity and external communication moderate this relationship. Design/methodology/approach The study adopted a quantitative approach, and survey data was collected from 203 humanitarian organizations from Ghana. Findings Data collected from 203 humanitarian and relief organizations (HROs) operating in Ghana support the proposed positive relationship between innovation novelty and efficiency performance, although this was not observed in disaster responsiveness. Moreover, both innovation intensity and external communication positively influence this relationship, enhancing the beneficial effects of innovation novelty on operational performance when present at high levels. Research limitations/implications This study contributes to the literature by providing detailed insights into how innovation novelty affects HRO operational performance and underscores the critical roles of innovation intensity and external communication. Practical implications The study suggests that HROs should introduce and scale innovative initiatives cautiously, using incremental, phased approaches to ensure efficiency. High-intensity innovations can reduce flexibility during disaster response, so managers should maintain low-to-moderate intensity. External communication is crucial for efficiency performance, but localized, on-the-ground communication systems are essential. Strategic resource allocation is essential, with low-cost, high-impact innovations prioritized during early crises. Building innovation portfolios that balance radical innovations with smaller, incremental ones can help HROs remain agile and responsive in both stable and crisis periods. Originality/value This study explores the relationship between innovation novelty at both moderate and extremely high levels, and how it drives disaster responsiveness and operational efficiency under different conditions of innovation intensity and external communication.