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Prior innovation orientation research has mostly focused on performance consequences, with some recent work examining its relationship with innovative practices such as open innovation. Yet, despite this growing body of open innovation research, there are still gaps and limitations. Notably, most prior studies have been conducted in Europe, limiting their generalizability to the rest of the world, and are replicative, exploring performance and competitive outcomes. There is very limited work examining the potential limitations of open innovation. This study extends innovation orientation research and examines the limitations of open innovation in North America.

This study explores the relationships between innovation orientation and performance, open innovation and performance and innovation orientation and open innovation among 386 North American companies.

This study is novel as it examines the relationships between innovation orientation and performance, open innovation and performance and innovation orientation and open innovation among North American companies. The research uncovers a linear relationship between innovation orientation and performance, a correlation between innovation orientation and open innovation and a counterintuitive curvilinear relationship between open innovation and performance. The curvilinear relationship, shaped as an inverted u-shape, suggests there are limitations to the strategy's effectiveness, actionable insight to companies, consultants and scholars alike. In the discussion section, findings are further unpacked with regard to their implications for the scholarly literature. The paper concludes with managerial considerations for creating an innovation orientation and the most effective level of open innovation for maximum competitive and performance implications.

Beyond the innovation orientation and open innovation research contributions, this study offers managerial insight for executives seeking to enhance competitiveness and drive firm performance.

This paper aims to present a framework that includes six essential factors and four strategic intervention points that provide the necessary context to sustain and support innovation.

Based on our academic and consulting experience, this article summarizes our knowledge of what it takes to be a top innovator and how organizations should best pursue innovation agendas. The model presented is supported by our research which considers assessments from 3,642 employee responses assessing the innovation cultures of organizations.

We find that companies need to ask six questions to assess their innovation cultures. These questions relate to creativity, incentives, processes, leadership, knowledge management and resources. Our framework presents four intervention points to support implementing and sustaining an innovation culture including objectives, behaviors and actions, context and management for execution.

Our framework is effective, but we acknowledge that there are other means to creating and sustaining an innovation culture.

We present six questions that companies need to ask themselves to assess their innovation culture and offer strategies to enhance it.

Given the contribution of innovation culture to competitiveness and performance, our recommendations will allow managers to set themselves apart from their competition and further their financial and nonfinancial corporate objectives.

Everyone likes the idea of change, but it is the process of change that is difficult. We offer strategies that put such intentions to work.

The purpose of the paper is to emphasize the performance benefits of a long-term innovation and value creation perspective. This paper responds to the recent concept of the imagination premium method for valuing companies. It offers four key takeaways to create a long-term innovation-focused orientation for future value creation.

The research is based on both consulting experience and insight from several studies of executives that were supported by the U.S. Conference Board.

The research differentiates how high versus low innovators create long-term perspectives and value. High innovators have explicit processes that support innovation, leadership that focuses on long-term performance, resources committed to long-term projects and innovation and knowledge management systems that transfer knowledge throughout the organization.

The research offers strategic directives aimed at creating long-term value but acknowledges that there are other means to accomplish such objectives.

This paper offers strategies for executives to create an innovation-focused organizational culture that drives lasting long-term value.

Focusing on long-term innovation prioritizes larger social, environmental and business objectives over superficial short-term stock price changes, leading to greater value-creation.

This paper advocates that leadership play the long game and adopt a longer-term view of innovation due to its long-term competitive, employee engagement, sustainability and performance benefits.

The paper offers clarity to the market orientation (MO) and performance relationship in real estate by examining the limited relevant literature, presenting international results and discussing the implications for market orientation researchers and real estate practitioners.

Based on a survey of 1,251 individual renters in the USA, the United Kingdom (UK) and Canada, this study examines the relationship between residential property managers’ MO and performance. It extends MO research in real estate by focusing on property management as opposed to property development.

The results show that MO and performance are correlated in all three countries. Commitments to understanding and serving customers and differentiating from competitors are shown to enhance performance measures including residential tenants’ loyalty toward the property manager, trust in the property manager, pride in rental accommodation and commitment to paying rent on time.

This study is one of the largest MO studies in real estate in terms of sample size and offers a unique international perspective. The research is novel as MO is evaluated by tenants as opposed to self-assessed by firms. The paper offers a new measure of property manager performance and provides strategic directives for real estate professionals seeking to enhance competitiveness.

In an era where competitive landscapes are changing dynamically, traditional strategic approaches are no longer delivering the value required to support growth in many organizations. In response, many organizations have pursued an innovation agenda, but with mixed results. This paper offers five implementation “shifts” for more effective strategy execution.

Based on two recent global innovation studies, five strategy shifts were identified, permitting organizations to amplify their strategy without having to completely abandon current methods. These shifts were derived by analyzing the most polarizing differences between high innovative organizations and low innovative organizations in the global innovation studies.

The five strategy shifts include the engagement in innovation culture management, strategic external collaborations, advanced technologies, innovation methodologies, and measurement of innovation.

Examples of how organizations can operationalize strategy shifts are provided so executives can increase innovativeness and see how traditional strategic approaches fall short.

This paper aims to investigate how producers of biodynamic and sustainable wine portray their brand identity online.

The study uses an inductive approach to qualitative content analysis of wine producers’ websites. The authors use a theoretical starting point based on the categorizations literature related to institutional scripts and identity projection.

Producers adopt identity templates similar to the provenance and glory templates established in extant research. They demonstrate templates of community, quality, spirituality and sustainability, but there is a break in the templates, and they adopt a pseudo-rationalist template, avoiding detailed descriptions of practices and underpinning philosophy, leaving any references to them opaque and ambiguous. This may be due to concerns over scientific skepticism or spiritual suspicion, or anticipation of a lack of consumer knowledge.

The geographical location of the sample poses limitations to the results of the study. However, the study provides an examination of the nuances of self-categorization as it relates to identity projection, prompting further investigation into its positive and negative potential.

Research on the connection between quality perceptions and experience and credence attributes suggests producers should do more to emphasize the philosophy underpinning biodynamics.

The study contributes to research on marketing for inherently sustainable producers who may suffer potential negative reactions in general and biodynamic wine producers in particular. This study provides nuance to the understanding of negative reactions to novel and innovative wine production practices.

[The following article is the first of a pair of articles on the activities recently undertaken by the Commission of the European Communities in the field of libraries. Readers will no doubt be aware that a Plan of Action for Libraries in Europe is proposed, aimed at stimulating cost‐effective cooperation between libraries in the EC to the benefit of users, through the appropriate and efficient application of new information technologies. The following article describes the published studies undertaken principally in the preparatory stages, prior to the definition of the Plan. A future article will describe briefly the Plan itself and give an overview of current actions and projects. These artices are the first of what will be a continuing ‘European’ focus in VINE, covering not only the activities arising out of the Plan of Action but relevant automation developments in libraries in Europe. Ed.]