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1 – 10 of over 52000Hongjuan Tang, Qi Yao, Francis Boadu and Yu Xie
As an important driving factor of digital innovation, distributed innovation has received extensive attention from academia and business circles in recent years. However, extant…
Abstract
Purpose
As an important driving factor of digital innovation, distributed innovation has received extensive attention from academia and business circles in recent years. However, extant works lack a discussion on the influence of distributed innovation on digital innovation performance. Drawing on the opportunity perspective, the study constructs a moderated mediating model to address how distributed innovation directly affects enterprises' digital innovation performance. Particularly, it investigates the moderating and mediating effects of IT-enabled capabilities and digital entrepreneurial opportunities on the above correlation.
Design/methodology/approach
With a survey data set of 399 Chinese science and technology enterprises, the study conducts hierarchical linear modeling (HLM) and bootstrap to test the study’s hypotheses.
Findings
Results demonstrate that (1) distributed innovation positively enhances enterprises' digital innovation performance; (2) digital entrepreneurial opportunities partially mediate the positive relationship between distributed innovation and digital innovation performance; (3) IT-enabled capabilities positively moderate the relationship between distributed innovation and digital entrepreneurial opportunities; (4) IT-enabled capabilities positively moderate the mediating role of digital entrepreneurial opportunities in the relationship between distributed innovation and digital innovation performance.
Originality/value
This is an empirical study on the impact mechanism of IT-enabled capabilities and digital entrepreneurial opportunities on the relationship between distributed innovation and digital innovation performance in China. It advances theories related to distributed innovation, digital innovation and digital entrepreneurial opportunities, and provides decision-making references for the enhancement of digital innovation capabilities of science and technology enterprises.
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Huosong Xia, Jingwen Li, Juan Weng, Zuopeng (Justin) Zhang and Yangmei Gao
Existing research on collaborative innovation mechanisms from the perspective of global operation is very limited. This paper aims to address the research gap by studying the…
Abstract
Purpose
Existing research on collaborative innovation mechanisms from the perspective of global operation is very limited. This paper aims to address the research gap by studying the factors influencing globally distributed teams’ innovation performance, especially how effective knowledge sharing between distributed teams promotes collaborative team innovation.
Design/methodology/approach
This research proposes a model to investigate how collaborative knowledge sharing affects global operations [team dispersion, task orientation, information and communication technology (ICT) usage] and innovation performance based on the data collected from 167 managers in 40 local Chinese IT and offshoring firms. Using the theory of Cognitive Diversity and Innovation Diffusion and Synergy, separate hierarchical regression analysis was used to test the proposed model.
Findings
The findings of this study demonstrate that effective collaborative knowledge sharing plays a crucial role in enhancing innovation performance in a global operation. Specifically, innovation capacity can be improved by task orientation, ICT usage and team dispersion.
Originality/value
This research study contributes to the development of global distributed operations and innovation among distributed teams in multinational corporations.
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Trevor Young-Hyman and Mariangélica Martínez Chávez
Most analyses of the relationship between the internal distribution of formal organizational power, generally manifested in ownership and governance rights, and innovation efforts…
Abstract
Most analyses of the relationship between the internal distribution of formal organizational power, generally manifested in ownership and governance rights, and innovation efforts apply a principal-agent framework. The key implication of this framework is that firms with distributed formal power are more likely to engage in labor-intensive innovation because external capital providers are unwilling to entrust their investments to a worker controlled firm. In this paper, we critique the principal-agent framework and propose an alternative institutionalist approach, where the type of innovation pursued by firms with distributed formal power is contingent on the norms advanced by the innovation and the alignment of external stakeholders with those norms. After presenting this alternative framework, we illustrate its application with positive and negative cases of capital and labor-intensive innovation at the MONDRAGON cooperatives, a network of worker cooperatives in the Basque region of Spain. We conclude with a set of propositions to guide future research.
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Thomas Faurholt Jønsson, Christine Maria Unterrainer and Helena Grøn Kähler
Employees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution…
Abstract
Purpose
Employees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution by instilling managerial trust and granting job autonomy. However, the authors suggest and investigate the role of employees' distributed leadership agency (DLA) in hospital employee-driven innovation.
Design/methodology/approach
The authors tested the hypotheses using survey data from 1,536 nonmanagerial employees at a hospital in Denmark. In order to deal with a methodological risk of survey designs, the authors assessed and adjusted the results for common method variance (CMV).
Findings
The authors validated a DLA measurement instrument and found an indirect relationship between job autonomy and trust in management on the one hand, via DLA, and with idea generation, promotion and implementation on the other hand. In addition, the results showed a small direct relationship between job autonomy and the three innovative behaviors. The results showed that CMV did bias relationships and reliabilities but only little.
Practical implications
The study introduces distributed leadership to the field of innovation management and confirms that this concept is highly relevant for employee innovation. In order to strengthen an organization's innovative potential, leaders may not only need to grant autonomy and instill trust in their employees, but also gain from employee innovation by distributing leadership tasks to employees.
Originality/value
This study is one of the first to introduce distributed leadership to the field of employee innovation management. By identifying distributed leadership as a key variable, the findings add to one’s extant understanding of how employee involvement encourages employee innovation.
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Abstract
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Tomas Ivan Träskman and Matti Skoog
The present study aims to address the emergence of platform-organized open innovation (OI). The research has the two main aims: the first is to increase the understanding of the…
Abstract
Purpose
The present study aims to address the emergence of platform-organized open innovation (OI). The research has the two main aims: the first is to increase the understanding of the performance of OI by investigating how the achievements of OI are measured in situated practices from a performative and strategic knowledge management (SKM) orientation. The methodological disadvantages of not pre-given case selection are partially counterbalanced by the second aim of the research, which is to extend existing SKM theory and examine how platforms create knowledge as they include actors and digital devices, thereby potentially redistributing relations of accountability.
Design/methodology/approach
Building on performativity theory, the paper studies how the achievements and knowledge created in OI are managed and evaluated in practice. The case description draws on different sources from a spiral case study, as openness is performed by platform, firm, crowd and innovation intermediaries.
Findings
The paper illustrates how a strategy of digitally enabled openness brings its own issues as platforms enable knowledge sharing and perform a redistribution of accountability. In the heterarchies studied through this research endeavor, managers and their team members were accountable not only to multiple units, or teams, across the organization, but also to the crowd. The case material demonstrates that the ecology of devices and their performative struggles create lateral accountability.
Research limitations/implications
While recent streams of research suggest that the context of OI (i.e. distributed sources of knowledge for innovation) shifts the unit of analysis of organization design from the individual firm to networks of actors organized on platforms, the authors find that the focal firm still remains a key conceptual parameter in SKM research, which, in turn, makes it difficult to capture the suggested radicality of OI.
Practical implications
The authors show, that in practice, the firm has to take into account the performance of the external crowd and at times put resources into its training and education. In heterarchy, distributed authority is assumed to be facilitated through lateral accountability, whereby the traditional principles of vertical authority no longer hold, but rather, managers and their team members can be accountable to multiple units, or teams, across the organization.
Originality/value
The paper develops a performative theory of openness. OI is a model, strategy and socio-material practice whereby digital designs create an ecology of devices that can enact all kinds of openness. Ultimately, the current paper proposes that SKM and OI theory need to consider how platforms perform relations of accountability beyond the boundaries of the single organization.
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Sarra Berraies, Khadija Aya Hamza and Rached Chtioui
The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust…
Abstract
Purpose
The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).
Design/methodology/approach
Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.
Findings
Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.
Originality/value
This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.
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Serhan Unalan and Sercan Ozcan
Blockchain is expected to have a significant impact on Systems of Innovation as the new General Purpose Technology. The purpose of this study is to investigate how Blockchain can…
Abstract
Purpose
Blockchain is expected to have a significant impact on Systems of Innovation as the new General Purpose Technology. The purpose of this study is to investigate how Blockchain can revolutionise the Systems of Innovation by investigating its overall structure, actors and relationships.
Design/methodology/approach
This study used the systematic mapping method to explore and integrate the Blockchain and Systems of Innovation literature for the creation of a new conceptual model of Blockchain-enabled Systems of Innovation. In that scope, 37 Blockchain-related and 32 Systems of Innovation-related papers, besides two major books in the field of Blockchain, have been reviewed and then integrated based on the Systems Thinking approach.
Findings
The key findings for Blockchain-enabled Systems of Innovation are that there is (1) an increased distribution of networks and collaborations, (2) increased trust through the use of reputation systems, (3) an emerging new nature of platform characteristics, (4) a democratisation of entrepreneurship by the new funding landscape and (5) an increased significance of technological drivers, such as energy.
Research limitations/implications
The study shows new Systems of Innovation-related research implications. Accordingly, a new type of actor, relationship and attribute has been introduced where the boundaries of the role definitions are blurred and more distributed. This is where larger organisations can expect to lose their central position. The different types of actors are replaced by a network of actors as a result of the distributed new Blockchain-based system. The threshold for the Bottom of the Pyramid is expected to be reduced, leading to a more democratised innovation system.
Practical Implications
Blockchain appears to reduce the effects of distrust in collaborative innovation practices with its consensus mechanisms and the new Blockchain-enabled Systems of Innovation is expected to revolutionise the interactions in the future.
Originality/value
There are very few studies that have been found to integrate innovation management practices with Blockchain. This is the first Blockchain-based Systems of Innovation study enabling the fundamental revision of its structure, types of relationships and actors.
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Researchers have shown increased interest in open innovation – that is, the inflow and outflow of ideas, or the collaborative efforts of innovating – while previous research on…
Abstract
Researchers have shown increased interest in open innovation – that is, the inflow and outflow of ideas, or the collaborative efforts of innovating – while previous research on acquisitions of innovative firms has foremost focused on the inflow only. Open innovation, however, introduces several new challenges related to acquisitions of such firms, not the least related to intellectual property rights and innovative skills that may be distributed among several parties. This paper explores what issues the literature on open innovation and acquisitions deals with related to acquisitions in open innovation environments.
A systematic literature review is conducted to achieve the purpose of the paper. Two main questions are addressed. First, how can acquisitions be understood in relation to open innovation? Second, what does the open innovation literature say on matters of distributed innovations in relation to acquisitions?
The paper concludes that there is a quite limited amount of research concerning itself with open innovation and acquisitions combined. Furthermore, acquisitions are for the most part seen as a means to reach innovation in transaction-based transfers between parties.
With acquisitions of innovative firms, in general, being seen as an important means to reach new ideas, while open innovation is on the rise, the juxtaposing of these phenomena would be of high practical and theoretical relevance to study further.
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Lihua Fu, Zhiying Liu and Suqin Liao
The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of…
Abstract
Purpose
The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator.
Design/methodology/approach
Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables.
Findings
The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity.
Practical implications
The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity.
Originality/value
By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.
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