Sustainable Leadership, Entrepreneurial Bricolage, and Frugal Innovation: A Machine Learning Approach to Sustainable Performance

Authors

  • Goher Nazir UiS School of Business and Law, University of Stavanger, Stavanger, Norway
  • Muhammad Husnain UiS School of Business and Law, University of Stavanger, Stavanger, Norway

DOI:

https://doi.org/10.63544/jbii.v5i10.265

Keywords:

Frugal Innovation, Entrepreneurial Bricolage, Sustainable Performance, Sustainable Leadership, Knowledge Heterogeneity

Abstract

This study examines the relation between sustainable leadership, entrepreneurial bricolage, and frugal innovation and how these elements influence sustainable performance. The purpose is to assess the association between these constructs using not only quantitative measures but also sophisticated algorithms. The study assumed a quantitative design. In addition, the Extra Trees machine learning method was also implemented to enhance the predictive ability of the models. The research results supported that sustainable leadership was positively related to frugal innovation and sustainable performance. In addition, the square error of the machine learning model was small, and the R² values were high, indicating that the model fit well. These lessons imply that organisations need to implement sustainable leadership and effective knowledge-sharing mechanisms. The practical implications lead to the fact that organisations must adopt sustainable leadership and enact effective knowledge management practices so that organisations can enhance their performance and develop sustainable solutions.

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Author Biographies

Goher Nazir, UiS School of Business and Law, University of Stavanger, Stavanger, Norway

Muhammad Husnain, UiS School of Business and Law, University of Stavanger, Stavanger, Norway

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Published

2026-10-24

How to Cite

Nazir, G., & Husnain, M. (2026). Sustainable Leadership, Entrepreneurial Bricolage, and Frugal Innovation: A Machine Learning Approach to Sustainable Performance. Journal of Business Insight and Innovation, 5(10), 330–353. https://doi.org/10.63544/jbii.v5i10.265

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