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1 – 10 of over 53000Huiping Zhou, Karen Yuan Wang, Yanhong Yao and Kai-Ping Huang
The purpose of this paper is to examine the relationship between open innovation (OI) and innovative performance, and to explore the moderating effect of knowledge structure…
Abstract
Purpose
The purpose of this paper is to examine the relationship between open innovation (OI) and innovative performance, and to explore the moderating effect of knowledge structure, including component knowledge and architectural knowledge, on this particular relationship.
Design/methodology/approach
The proposed model was tested with regression analysis of data collected through a questionnaire survey of 231 employees of Chinese manufacturing firms.
Findings
The findings indicate that inbound OI is positively related to innovative performance and that outbound OI has an inverted U-shaped effect on innovative performance. By presenting empirical evidence of the moderating effects of component and architectural knowledge, our analysis of results demonstrates that the strong alignment between knowledge structure and OI results in superior innovative performance.
Originality/value
This study addresses the controversial issues brought up by previous studies with findings of an inverted U-shaped effect of outbound OI on innovative performance. By exploring the moderating effect of knowledge structure, the authors provide insights into how internal contextual factors in relation to organizational knowledge can affect the efficacy of the inbound and outbound OI on innovative performance.
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Huiping Zhou, Yanhong Yao and Huanhuan Chen
This paper aims to explore the direct effects of open innovation (OI) on firms’ innovative performance, and to examine the moderating effects of knowledge attributes, including…
Abstract
Purpose
This paper aims to explore the direct effects of open innovation (OI) on firms’ innovative performance, and to examine the moderating effects of knowledge attributes, including knowledge distance, knowledge embeddedness and partner opportunism on this relationship.
Design/methodology/approach
Survey data of 247 samples from China were used to test the proposed model through hierarchical regression analysis.
Findings
The findings indicate that the dimensions of OI are positively related to innovative performance. The results also reveal that knowledge distance positively moderates the relationship between inbound OI and innovative performance, whereas knowledge embeddedness negatively affects that relationship. Knowledge embeddedness negatively affects the relationship between inbound OI and innovative performance, whereas knowledge distance positively moderates that relationship. Thus, a new finding is proposed that knowledge attributes could align effectively with specific OI type to achieve superior innovation outcomes. In addition, the empirical results suggest that partner opportunism plays a negative moderating role on the relationship between outbound OI and innovative performance.
Originality/value
The proposed view that a firm’s innovation outputs will be superior when its knowledge attributes effectively align with OI enriches studies of the OI context and expands the literature of both the resource-based view and the knowledge-based view. Furthermore, this study provides insights into how OI benefits can be influenced by external contexts from the perspective of partners’ opportunistic behaviour.
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Irene Wei Kiong Ting, Hai Juan Sui, Qian Long Kweh and Gusman Nawanir
This study aims to examine the effect of knowledge management on firm innovative performance and the moderating effect of transformational leadership in the relationship between…
Abstract
Purpose
This study aims to examine the effect of knowledge management on firm innovative performance and the moderating effect of transformational leadership in the relationship between knowledge management and firm innovative performance.
Design/methodology/approach
In total, 200 managers of participating Malaysian public listed service companies responded to a self-report set of the survey questionnaire. Partial least squares-structural equation modelling technique is used to estimate the main effects of knowledge management, particularly its infrastructures and processes, on firm innovative performance and the moderating effects of transformational leadership on the relationship.
Findings
Knowledge management infrastructures and knowledge management processes both have statistically significant and positive effects on firm innovative performance. In addition, transformational leadership significantly and negatively moderates the relationships.
Practical implications
The findings of this study can be a reference for the Malaysian public listed service companies to understand how and why managing well knowledge management infrastructures and processes can improve firm innovative performance. Moreover, this study highlights the role of transformational leaders in the context of knowledge management.
Originality/value
This study brings about managerial viewpoints of the relationship between knowledge management and firm innovative performance, with the moderating role of transformational leadership.
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Shufang Huang, Jin Chen and Liang Liang
The link between openness and innovative performance has been established as an inverted U-shape relationship, namely, the openness-performance connection is not always positive…
Abstract
Purpose
The link between openness and innovative performance has been established as an inverted U-shape relationship, namely, the openness-performance connection is not always positive. The purpose of this paper is to introduce the concept of partner heterogeneity to characterize the influence of “quality” changes in partners on innovative performance, that is, the focus of this paper. Given that partner heterogeneity is crucial in explaining open innovative performance, it is also worth placing the examination of this key construct in emerging regions such as China.
Design/methodology/approach
The sample selection of this study covers a wide range of industries, but requires that the sample firms be manufacturing enterprises with an open innovation strategy. With opportunities and challenges associated with partner collaboration toward open innovation, the Chinese province of Zhejiang has established its reputation. Thus, empirical data were collected randomly from data pool of Zhejiang Province Economic and Information Commission, as well as a survey questionnaire. Data were using a cross-sectional survey methodology encompassing diverse organizations, industries, and nations.
Findings
Empirical testing of this assumption in a sample of 217 manufacturing firms indicates that partner heterogeneities, which are classified as organizational heterogeneity, industry heterogeneity, and national heterogeneity are all positively associated with innovative performance, but the strength of this association is influenced by environmental turbulence. Technological turbulence significantly and positively modulates the relationships of organizational and national heterogeneities with innovative performance. Market turbulence also plays a significant positive role on the relationship between national heterogeneity and innovative performance, while technological and market turbulence roles on the relationship between industry heterogeneity and innovative performance are not confirmed.
Originality/value
This paper refines the connotative dimensions of partner heterogeneity around the core concept of partner heterogeneity in open innovation in the context of emerging region, China. The study presents a systematic, in-depth analysis, and verifies the impact mechanisms of partner heterogeneity in open innovation on innovative performance by integrating the resource-based view, organizational learning theory, and transaction cost theory.
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The purpose of this paper is to explore the relationship between innovative behavior and firm performance to determine empirically whether managers’ innovative behavior impacts…
Abstract
Purpose
The purpose of this paper is to explore the relationship between innovative behavior and firm performance to determine empirically whether managers’ innovative behavior impacts directly or indirectly on firm performance through innovative output. A proposed conceptual model is tested with the moderating effects of environmental dynamism.
Design/methodology/approach
An empirical study tests the conceptual model of a multi-industry sample of Tunisian small and medium-sized enterprises. For this analysis the author applies the partial least squares (PLS) technique using the software package SmartPLS, version 2.0.
Findings
Empirical findings reveal that innovative behavior acts on innovation output thus having a positive and significant effect on business performance. Direct effect on business performance is found to be positive but weakly significant. These positive relationships tend to decrease when market conditions are highly dynamic.
Practical implications
Managers should be aware of the strategic potential of their innovative skills which can reinforce a firm’s innovativeness in order to improve business performance.
Originality/value
This paper proposes a model showing how a manager’s innovative behavior affects innovation output thus enhancing firm performance. The proposed conceptual model gives a more specific vision with the introduction of environmental dynamism as a moderating factor.
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Yuqian Han and Dayuan Li
The purpose of this paper is to demonstrate the relationship between intellectual capital and innovative performance, and to specify the boundary conditions and mechanisms of the…
Abstract
Purpose
The purpose of this paper is to demonstrate the relationship between intellectual capital and innovative performance, and to specify the boundary conditions and mechanisms of the relationship from a knowledge-based dynamic capability perspective.
Design/methodology/approach
This study empirically analyzes the impact of intellectual capital on innovative performance and the role knowledge-based dynamic capability plays with a sample of 217 firms in China. To test the research hypotheses, regression analysis is applied.
Findings
The results show that intellectual capital positively affects innovative performance, and knowledge-based dynamic capability is a mediator rather than a moderator which partly mediates the relationship between intellectual capital and innovative performance.
Practical implications
The findings suggest that realizing superior innovative performance is dependent on a firm’s intellectual capital and its ability to sense opportunities and threats, to make timely and correct decisions, and to facilitate necessary changes efficiently.
Originality/value
This study is the first to clarify whether knowledge-based dynamic capability plays a moderating role or a mediating role between intellectual capital and innovative performance. The present study thus helps move forward the understanding on the conditions and mechanisms of the effects of intellectual capital.
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Hélène Sicotte, Nathalie Drouin and Hélène Delerue
The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative…
Abstract
Purpose
The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative performance. In addition, the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance are examined.
Design/methodology/approach
The authors used empirical data derived from a survey of 5,000 firms worldwide in fast‐paced R&D intensive sectors. Respondents were typically chief technology officers or senior R&D managers. Fisher test and moderated regression analysis were applied on 715 usable questionnaires.
Findings
Evidence is found that OPM has a positive effect on innovative performance; and intervenes in the relationship between both strategies and innovative performance. The results also show some moderating effects of turbulence.
Practical implications
Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM. Thus, OPM appears to be a good vehicle to translate strategies into concrete results. Project management can no longer be viewed as just a tool. Instead, OPM should be viewed as a decentralized, distributed function that is not innovative as such, but which supports innovation.
Originality/value
To date, the research has not explored OPM as an alternative whereby firms can integrate marketing and technology strategies to drive innovative performance, even if the firm's ability to generate a stream of innovations has become increasingly important. Therefore, probing the OPM links become an interesting search.
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Brou Ettien Fulgence, Xuhua Hu, Otu Larbi-Siaw, Siele Jean Tuo and Franck Edouard Gnahe
This study builds on knowledge-based view (KBV) research and the natural resource-based view of the firm (NRBV) to examine the effect of knowledge absorptive capacity on innovative…
Abstract
Purpose
This study builds on knowledge-based view (KBV) research and the natural resource-based view of the firm (NRBV) to examine the effect of knowledge absorptive capacity on innovative performance. It also investigates the mediating role of three dimensions of the cluster environment: degree of network, institutional environment and access to factors of production.
Design/methodology/approach
By means of partial least squares-based structural equation modelling method, the study validated and analysed the responses of 503 owners and managers of small and medium-sized enterprises (SMEs) in the wood industrial cluster of Cote d'Ivoire, a developing economy.
Findings
The analysis and results reveal that knowledge absorptive capacity strongly predicts cluster environment and innovation performance. Moreover, the cluster environment emerged as a powerful determinant of innovation performance and a mediator of the effect of knowledge absorptive capacity on innovation performance. Unequivocally, institutional support has no significant impact on knowledge absorptive capacity (KAC) and innovative performance mediation relationship and is not a key determinant of innovative performance.
Originality/value
This study offers a key departure from past studies by linking knowledge absorptive capacity to innovative performance and the cluster environment in SMEs. It also extends knowledge concerning the role of KBV, NRBV and relational theory in innovation performance.
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Raghavan J. Iyengar and Malavika Sundararajan
This study aims to investigate whether compensation committees provide the chief executive officers (CEOs) with incentives to undertake “income-decreasing” but potentially…
Abstract
Purpose
This study aims to investigate whether compensation committees provide the chief executive officers (CEOs) with incentives to undertake “income-decreasing” but potentially “value-enhancing” innovation expenditures. The authors specifically analyze pay–performance relationships for innovative firms relative to all other firms. This study is critical because innovation is expensive and has uncertain outcomes.
Design/methodology/approach
Using alternative accounting performance measures and market performance measures, the authors estimate an econometric model of CEO compensation in innovative firms that incorporates the interaction of endogenous innovation and firm performance.
Findings
The authors document an incremental positive association between changes in accounting performance measures and CEO compensation changes in innovative firms relative to other firms. This sensitivity of executive pay to firm performance is higher for firms that innovate. These results support the hypothesis that compensation committees provide incentives to carry out risky innovation by tying executive compensation more closely to firm performance. This finding survives a battery of sensitivity tests.
Practical implications
The implications of this study are significant. Capital needs to support risky research and development investments (Tidd and Besant, 2018; Baldwin and Johnson, 1995) form the basis of innovative firms' operations. Considering these expenses, if CEOs, who play a critical role in the scanning, adapting and implementing innovative needs in a firm, are not protected and compensated for making risky choices, the entire investment itself will be threatened. Hence, the findings reiterate and support earlier findings that speak to the importance of compensating CEOs to make high-risk investments that will lead to long-term economic and financial gains for the firm when the innovative behaviors result in competitive market shares and profits.
Originality/value
The original work is related to the investigation of pay–performance sensitivity in the presence of innovation, which has not been fully investigated in prior literature.
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Abstract
Purpose
The purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the role of female leadership in this relationship.
Design/methodology/approach
Data were gathered from a sample of 113 firms in China. The authors collected information on organizational strategy, HR practices, CEO information, corporate social responsibility and other firm characteristics in terms of firm age, location, and financial performance. Conditional procedural analysis was conducted to test the model.
Findings
The authors found strong evidence in support of the mediation relationship in which organizations with a strong focus on strategic flexibility are more likely to adopt Innovative HR Practices. Furthermore, the authors found that the extent to which firms have adopted innovative HR practices has a strong effect on employee productivity. In addition, the authors found that female leadership enhances strategic flexibility-performance relationship.
Research limitations/implications
Information on strategic flexibility, HR practices and firm performance was collected at the same time. Future studies based on panel data would be helpful to establish the causal relationships in the model.
Practical implications
The authors’ findings suggest that practitioners should put more emphasis on developing innovative HR practices, as they are required by strategic flexibility.
Social implications
Firms pursuing strategic flexibility should feel more confident when appointing a female CEO, because the results show that female leadership may enhance the positive impact of strategic flexibility on firm performance.
Originality/value
This research study is the first empirical examination of the mediating influence of innovative HR practices on the relationship between strategic flexibility and firm performance. The study also shows that female leadership benefits an organization in implementing strategic flexibility. The results are of value to researchers, human resource management managers, employees, and executives who are seeking to develop practices that are flexible and innovative in order to stay competitive in dynamic environments.
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