Search results

1 – 2 of 2
Click here to view access options
Article
Publication date: 12 September 2016

Ignacio Tamayo-Torres, Leopoldo J. Gutiérrez-Gutiérrez, Francisco Javier Llorens-Montes and Francisco J. Martínez-López

The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and…

Downloads
2164

Abstract

Purpose

The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether OL and innovation act as sources of strategic fit, and whether strategic fit positively affects performance.

Design/methodology/approach

The authors use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42 percent) and structural equation modeling (using the EQS 6.1 program) to undertake a transversal study.

Findings

The model confirms that OL and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. The authors propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit.

Research limitations/implications

This study is limited by the fact that the analysis is cross-sectional and by the fact that all measures used are based on managers’ perceptions.

Practical implications

Managers should create and support an entrepreneurial culture that stresses continuous learning. They should also foster programs aimed at developing abilities, and promote the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as OL and the capacity to innovate, are strategically justified, especially in turbulent environments.

Originality/value

This study is one of the first to investigate the complex interactions among OL, innovation, strategic fit, and performance. The results improve our understanding of the links between strategic fit and performance.

Details

Industrial Management & Data Systems, vol. 116 no. 8
Type: Research Article
ISSN: 0263-5577

Keywords

Click here to view access options
Article
Publication date: 24 August 2010

Carmen Haro‐Domínguez, Teresa Ortega‐Egea and Ignacio Tamayo‐Torres

The purpose of this paper is to analyse the influence of the manager's strategic orientation concerning technology acquisition and its repercussions for the firm's performance.

Abstract

Purpose

The purpose of this paper is to analyse the influence of the manager's strategic orientation concerning technology acquisition and its repercussions for the firm's performance.

Design/methodology/approach

These relationships are studied using a sample of Spanish engineering consulting firms, most of them small‐ and medium‐sized enterprises.

Findings

The results obtained show that the proactive character adopted by managers will directly influence the decision‐making process concerning technology acquisitions. Managers with a proactive strategic orientation adopt both internal technological development and the external acquisition of technology, but a slight preference is observed for internal development, even though it achieves considerably less satisfactory results than those achieved with external technology acquisition.

Research limitations/implications

The paper is exploratory in character, and its goal is to show whether interrelations exist between the variables. The sample refers only to engineering consultancies. Another limitation is the cross‐sectional character of the analysis performed.

Practical implications

To obtain perfect adaptation of the firm to its environment, it is crucial that the manager be committed on both the tactical and the operating strategic levels. The paper shows the important role of the manager's strategic orientation in his or her decisions on technology acquisition. Success in this kind of decision is of vital importance to the firm. The high costs of internal development prevent immediate profits, and external acquisition brings high risks.

Originality/value

The paper seeks to stimulate new lines of research regarding these two variables (technology acquisition and manager's strategic orientation) and their repercussions for the firm.

Details

Industrial Management & Data Systems, vol. 110 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

1 – 2 of 2