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Article
Publication date: 6 September 2018

Micaela Martínez-Costa, Daniel Jimenez-Jimenez and Yolanda del Pilar Castro-del-Rosario

The purpose of this paper is to analyse the effects of implementing a standardised innovation management system (SIMS) in accordance with the Spanish UNE 166.000 standard on…

Abstract

Purpose

The purpose of this paper is to analyse the effects of implementing a standardised innovation management system (SIMS) in accordance with the Spanish UNE 166.000 standard on technological and administrative innovations and company performance.

Design/methodology/approach

Structural equation modelling was used to test the research hypotheses with a sample of 200 manufacturing companies.

Findings

The results obtained show that implementing the SIMS promotes all types of innovations and their results. In addition, a positive relationship is found between administrative and technological innovation.

Research limitations/implications

The results of this paper show the importance of innovation management systems for the effective development of innovation processes. Despite the limitations that may arise from differences between the measurements and actual implementation, the application of a system of standard-based innovation management encourages the development of different types of innovation.

Practical implications

The research validates the use of standardisation for the development of innovation as a useful tool for the management of innovation in the company. The UNE 166.000 standard provides a guide for those companies that intend to develop more effectively administrative and technological innovations.

Originality/value

This is the first known paper testing the implications of UNE 166.000 SIMS on both organisational innovation and performance in a sample of companies.

Details

European Journal of Innovation Management, vol. 22 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 26 April 2022

Ledian Valle-Mestre, Daniel Jiménez-Jiménez and Domingo Manzanares-Martínez

How does organisational mission affect the development of social entrepreneurship and social innovation? Based on the theoretical perspective of social innovation, the aim of this…

Abstract

Purpose

How does organisational mission affect the development of social entrepreneurship and social innovation? Based on the theoretical perspective of social innovation, the aim of this paper is to empirically analyse the impact of the organisation’s dual mission (social and economic) on social entrepreneurship and social innovation, as well as to discover the effect of the latter on the performance of organisations.

Design/methodology/approach

Using data from 213 social economy firms, the authors conduct an empirical test of hypotheses using structural equation modelling.

Findings

The empirical study shows that an organisation’s dual mission (social and economic) has a positive effect on social entrepreneurship. However, the results suggest that the creation of social innovations is based more on social dimensions than on the economic interest of companies. The results also confirm that companies willing to embark on social projects can develop new products or services that address social needs.

Originality/value

The findings not only supply empirical evidence that helps clarify the effects of economic and social missions on organisational performance but they also offer guidance to companies on the role of social innovation in strengthening organisations.

Details

Journal of Organizational Change Management, vol. 35 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 30 January 2018

Raquel Sanz-Valle and Daniel Jiménez-Jiménez

The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product…

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Abstract

Purpose

The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation.

Design/methodology/approach

Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling.

Findings

The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation.

Research limitations/implications

Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour.

Practical implications

This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line.

Originality/value

Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 5 June 2023

María Isabel Barba-Aragón and Daniel Jiménez-Jiménez

The purpose of this study is to contribute to empirical research on green innovation drivers. This paper analyzes the relationships between training, knowledge acquisition, green…

Abstract

Purpose

The purpose of this study is to contribute to empirical research on green innovation drivers. This paper analyzes the relationships between training, knowledge acquisition, green innovation and firm performance.

Design/methodology/approach

The analysis is carried out on a sample of 373 Spanish companies from a wide variety of sectors. This research has used the partial least squares (PLS) model to test the hypotheses.

Findings

It is found that green innovation and knowledge acquisition improve firm performance, and that knowledge acquisition has a mediating effect between training and green innovation.

Practical implications

The findings of this article indicate that green innovation allows the company to obtain benefits while reducing the negative environmental impact, then managers should bet on ecological innovation. This study also shows that there is an indirect effect of training on green innovation and, therefore, managers must invest in training as a mechanism to increase knowledge acquisition and, thus, green innovation.

Originality/value

This paper analyzes two research areas that have received little attention: the role of human resource management in green innovation and the relationship between a given driver and green innovation. In the first, it analyzes whether training increases green innovation, and in the second, it considers the effect of training on knowledge acquisition and on green innovation, specifically, it studies whether knowledge acquisition mediates the relationship between training and green innovation.

Details

Journal of Knowledge Management, vol. 28 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 7 December 2021

Jose Rabal-Conesa, Daniel Jiménez-Jiménez and Micaela Martínez-Costa

The purpose of this study is to analyse the effect of organisational agility on environmental knowledge as an instrument for the successful development of eco-innovation in…

Abstract

Purpose

The purpose of this study is to analyse the effect of organisational agility on environmental knowledge as an instrument for the successful development of eco-innovation in products.

Design/methodology/approach

This study used a cross-sectional design to collect data on the study variables from a sample of 184 Spanish manufacturing organisations. Structural equations with partial least squares were used to test the hypotheses.

Findings

Organisational agility is significantly linked to internal and external environmental knowledge. The results of this study highlight the effect of external knowledge on the success of eco-innovation. Internal environmental knowledge positively moderates the effect of external knowledge on the success of green products.

Research limitations/implications

Based on the dynamic capabilities approach, a theoretical model has been proposed in which organisational agility is configured as an effective capacity for the development of environmental knowledge. The results confirm this relationship and indicate that, although internal environmental knowledge is not decisive in developing new green products, it does enhance the effect of external knowledge on the success of eco-innovation.

Practical implications

Innovative companies must implement organisational agility practices that promote environmental knowledge for the success of new green products. They should also promote both external and internal knowledge.

Originality/value

This study addresses the little explored area of the relationship between organisational agility and the successful development of new green products. The inherent particularities of eco-innovation prompt the need for further studies on the creation of specific knowledge for its promotion. This study concludes that adopting agile practices enables key environmental knowledge for this type of innovation to be created. Additionally, it explores the tensions arising from the dichotomy between internal and external knowledge, with scarce resources allocated to the most effective source. Although both types of knowledge seem to be equally relevant, external knowledge plays a more significant role in the case of eco-innovation. A final contribution of this study is the finding that internal knowledge can further enhance the effect of external knowledge on the development of successful green products.

Details

Journal of Knowledge Management, vol. 26 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 28 October 2021

Álvaro Nicolás-Agustín, Daniel Jiménez-Jiménez and Francisco Maeso-Fernandez

Professionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human…

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Abstract

Purpose

Professionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human resource practices in the digital age that favor the implementation of digital transformation. The authors’ arguments suggest that for personnel to be a key asset in digital transformation processes, a strategic alignment is necessary to drive the company toward these objectives.

Design/methodology/approach

The hypotheses were tested in a representative sample of 184 manufacturing companies with ten or more employees located in the southeast of Spain, using partial least squares.

Findings

The authors’ findings show that human resource practices partially mediate the relationship between strategic alignment and digital transformation. Based on the contingent approach, the authors also maintain that the company must implement human resource practices that encourage employee behaviors that are consistent with the organization's strategy. This strategic alignment and these human resource practices enable companies to achieve digital transformation in search of superior performance.

Research limitations/implications

Longitudinal and multilevel studies could increase the strength of the research, which could also include companies from other sectors. Although the technology component is fundamental in digital transformation processes, human capital management is even more important. This research highlights the mediating role of human resource management, where practices such as teleworking, teamwork and employee engagement are essential to foster innovative behavior and implement the digital transformation process.

Practical implications

In the new digital environment, companies must adopt a set of human resource practices that favor innovative employee behavior that helps digitally transform their businesses.

Originality/value

To the best of authors’ knowledge, this empirical study has not been previously carried out. The theoretical model and hypothesis testing provide strategic value for understanding some of the determinants of digital transformation in relation to human resource management.

Details

International Journal of Manpower, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 June 2023

José Piñera-Salmerón, Raquel Sanz-Valle and Daniel Jiménez-Jiménez

This paper aims to contribute to the understanding of the relationship between innovation and export performance by examining the effect of different types of innovation on export…

Abstract

Purpose

This paper aims to contribute to the understanding of the relationship between innovation and export performance by examining the effect of different types of innovation on export performance and testing the assumption underlying most studies in the field that competitive advantage mediates this relationship.

Design/methodology/approach

From the literature review, this paper proposes a research model that is estimated using a sample of 200 Spanish exporting manufacturing companies. Data for this study were collected with an ad hoc questionnaire, and the partial least squares structural equation modeling technique was chosen to analyze the data.

Findings

The results show that there is a positive relationship between product and business process innovation and export performance and that competitive advantage mediates this relationship, but only when it is based on costs, not on differentiation.

Originality/value

This paper provides evidence that product and business process innovation are positively related to export performance and that competitive advantage mediates these relationships, but only when the advantage is low cost. Unexpectedly, this paper finds that differentiation is neither related to export performance nor explains the relationship between innovation and export performance.

Details

Multinational Business Review, vol. 31 no. 4
Type: Research Article
ISSN: 1525-383X

Keywords

Article
Publication date: 13 October 2022

Juan Antonio Giménez Espín, Daniel Jiménez Jiménez and Micaela Martínez Costa

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes…

Abstract

Purpose

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

Design/methodology/approach

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

Findings

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

Research limitations/implications

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Practical implications

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

Originality/value

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 8 January 2018

Juan-Gabriel Cegarra-Navarro, Daniel Jiménez-Jiménez, Alexeis García-Pérez and Manlio Del Giudice

Ambidexterity refers to the tension between two different business models within the same organisation. This paper examines the significance of individuals’ knowledge exploration…

Abstract

Purpose

Ambidexterity refers to the tension between two different business models within the same organisation. This paper examines the significance of individuals’ knowledge exploration and exploitation activities in an organisation’s ambidexterity context, along with how they affect the creation of an affective commitment in the workforce. The study then investigates how an organisation’s ambidexterity vision contributes to employees’ affective commitment to learning.

Design/methodology/approach

These relationships are examined through an empirical investigation of 219 employees in the financial sector, using structural equation modelling validated by factor analysis.

Findings

The results indicate that for a firm to successfully achieve ambidexterity, its managers need to explicitly work to nurture a context where explorative and exploitative activities take place simultaneously. Another relevant contribution of this study has been addressing the impact that explorative and exploitative activities may have on affective commitment. The results suggest that while the effect of the ambidexterity context on the affective commitment by way of explorative activities is statistically insignificant, the effects of exploitative activities on affective commitment are statistically significant.

Originality/value

While the extant literature provides useful insights into the relationship between contextual ambidexterity and organisational performance, the relationship between ambidexterity and affective commitment has been less researched. This study has shown that an ambidexterity context is a key component in the process of combining knowledge structures in ways which are appropriate for both exploring value of that knowledge for the company and being effective in exploiting its memory.

Details

European Business Review, vol. 30 no. 1
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 10 October 2018

Daniel Jimenez-Jimenez, Micaela Martínez-Costa and Cristobal Sanchez Rodriguez

The high level of competition in the globalized business environment forces companies to innovate to remain competitive. Previous literature often cites information technology…

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Abstract

Purpose

The high level of competition in the globalized business environment forces companies to innovate to remain competitive. Previous literature often cites information technology (IT) and supply chain collaboration as direct contributors to product innovation and IT as a direct enabler of supply chain collaboration. This suggests that IT could have an indirect effect on product innovation through supply chain collaboration, although this relationship has not been addressed yet. This paper aims to analyze empirically the direct impacts of IT and supply chain collaboration on incremental and radical product innovation and the indirect effect of IT on both types of product innovation through supply chain collaboration by using data collected from a sample of 200 manufacturing firms.

Design/methodology/approach

Structural equation modeling was used to check the research hypotheses with a sample of 200 manufacturing companies.

Findings

The results show supply chain collaboration has a positive effect on technological innovation, showing that the collaboration with external agents foster both incremental and radical innovations. Furthermore, results show that IT directly enhances both types of product innovation (incremental and radical) indirectly through supply chain collaboration.

Research limitations/implications

This article supports the pursuit of open innovation that suggests the need to acquire external knowledge to be able to develop innovation projects. The use of tools that facilitate this transmission of knowledge becomes indispensable in environments in which companies must be involved in supply chains in which different external agents intervene and in which collaboration can promote the creation of synergies and superior competitive advantages.

Practical implications

Innovation requires more and more the use of knowledge management practices that capture external information to be used in the creation of new products. In this case, collaboration within a supply chain facilitates incremental and radical innovations. However, to strengthen this transfer of information and the adoption of behaviors that stimulate innovation, the company must use ITs.

Originality/value

This paper focus on the indirect effect of IT on product innovation through the creation of the collaborations with external agents. In spite of the importance of this relation, it has been poorly studied by previous literature. The paper’s greatest interest lies in the fact that ITs not only facilitate the transmission of knowledge but also facilitate other types of behavior among supply chain agents that invite collaboration and generate innovations.

Details

Journal of Knowledge Management, vol. 23 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

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