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Article
Publication date: 5 June 2007

Yanying Chen and Yijun Yuan

A firm will seek an optimal balance between internal R&D and technology outsourcing when formulating its innovation strategy. This paper aims to provide a review of the…

Abstract

Purpose

A firm will seek an optimal balance between internal R&D and technology outsourcing when formulating its innovation strategy. This paper aims to provide a review of the determinants of firm's innovation strategy, and performs an empirical study on a sample from Chinese high‐tech industry, with the purpose of identifying two aspects of the issue: the choice patterns of Chinese firms over innovation strategy, and the innovation effect elasticity of different strategies.

Design/methodology/approach

The development of a multiple regression model supported by data from industry level and a statistic analysis.

Findings

Outsourcing is the major innovation strategy adopted by most Chinese high‐tech firms, especially technology import, which implies the imperfection of Chinese innovation service system. The empirical analysis also indicates the insufficiency of internal R&D expenditure and the weakness of absorptive capacity in Chinese high‐tech firms. Although, Chinese high‐tech firms prefer the outsourcing strategy in their innovation, the contribution of outsourcing is much smaller than that of internal R&D. When expenditures are increased by the same rate, the innovation output form internal R&D is twice the output of outsourcing. For improving Chinese firms' innovation efficiency, the reform of innovation service system is needed on the macro‐level, while on the micro‐level, it calls for firms to readjust their innovation strategy portfolio.

Originality/value

This paper will make up for the deficiency in current researches on innovation, which often apply firm samples in developed countries, and lack evidences from firm samples in developing countries. In addition, it will provide the decision‐making basis for Chinese Government's current actions in constructing and improving China's innovation service system.

Details

Journal of Technology Management in China, vol. 2 no. 2
Type: Research Article
ISSN: 1746-8779

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Article
Publication date: 10 July 2017

Narentheren Kaliappen and Haim Hilman

The purpose of this paper is to review the strategic fit of competitive strategies, market orientation types and innovation strategies.

Abstract

Purpose

The purpose of this paper is to review the strategic fit of competitive strategies, market orientation types and innovation strategies.

Design/methodology/approach

The paper is prepared by reviewing the relevant literatures on competitive strategies, market orientation types and innovation strategies as well as comparing and contrasting the common characteristics to attain fit.

Findings

The paper presents the criteria for distinguishing the different types of competitive strategies, market orientations and innovation strategies, along with a framework that fits a particular type of competitive strategy, market orientation and innovation strategy.

Practical implications

The paper provides an action framework based on characteristics of the competitive strategies (business strategy) along with the benefits of adopting a particular market orientation type and innovation strategy (functional strategies). This will facilitate the managers to execute appropriate competitive strategy that could well align with appropriate market orientation and innovation strategy.

Originality/value

This brief paper presents an original framework, with significant practical applications in a concise manner. The framework will provide a guide to the hotel top management in shaping and fitting an appropriate competitive strategies, market orientation types and innovation strategies.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. 13 no. 3
Type: Research Article
ISSN: 2042-5961

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Article
Publication date: 18 May 2021

Elena Candelo, Ciro Troise, Diego Matricano, Amedeo Lepore and Mario Sorrentino

Fundamental management innovations have been ideated and developed in the automotive industry. Over the years, carmakers have radically modified their innovation strategies

Abstract

Purpose

Fundamental management innovations have been ideated and developed in the automotive industry. Over the years, carmakers have radically modified their innovation strategies. Currently, carmakers are increasingly adopting open innovation approaches, moving from a closed to open innovation paradigm. The aim of this paper is to reconstruct the evolution of the innovation activities performed by carmakers and to propose an original periodisation of innovation strategies in the automotive industry since its origins.

Design/methodology/approach

This paper analyses the relevant literature and proposes a theoretical framework that defines how innovation strategies have changed from the birth of the automotive industry to current times. A detailed in-depth case study of Fiat Chrysler Automobiles (FCA), one of the top ten global carmakers, is used to corroborate the theoretical framework. The case study reconstructs the entire evolution of the innovation strategies of the company from its origins to the present day.

Findings

The paper proposes an original periodisation by identifying three evolutionary phases of innovation strategies pursued by carmakers: “internal innovation”, “collaborative innovation” and “towards open innovation”. Each phase embraces a historical period, and for each period, the most relevant managerial aspects, as well as the types and direction of knowledge flows for fostering innovation, are analysed. The case study provides clear evidence that FCA has undergone the three above-cited phases in fostering its innovation strategies.

Originality/value

The study reconstructs the evolution of the innovation strategies performed by global carmakers, proposing an original periodisation of the transitions that occurred in practice in the automotive industry. This paper is among the first to explore the evolution of innovation strategies in the automotive industry since its origins to date and to highlight the salient differences that have occurred over time.

Details

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

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Article
Publication date: 30 March 2021

Miaomiao Yin and Bingyu Zhou

The purpose of this research is to reveal how to improve the quality of entrepreneurship by exploring the key factor, opportunity development, impacting the innovation

Abstract

Purpose

The purpose of this research is to reveal how to improve the quality of entrepreneurship by exploring the key factor, opportunity development, impacting the innovation strategy of new ventures. It also introduces political and business ties as moderating variables to reveal the uniqueness of entrepreneurial activities in the Chinese context.

Design/methodology/approach

Empirical data from 215 entrepreneurs and top executives in Chinese new ventures were gathered through a survey and the statistical method used is the regression model.

Findings

The empirical results indicate that: (1) new ventures' opportunity creation positively impacts innovation strategy, while opportunity discovery has a curvilinear (inverted U-shape) impact on innovation strategy; (2) the relationship between opportunity development and innovation strategy is moderated by political and business ties.

Originality/value

This research analyzes and compares the effect of opportunity discovery and opportunity creation on new ventures' innovation strategy. This research further offers an in-depth understanding of the influence mechanism between opportunity development and innovation strategy among Chinese new ventures. Further, the results provide practical guidance for new ventures to develop innovation strategies and for Chinese governments to make entrepreneurial policies.

Details

Cross Cultural & Strategic Management, vol. 28 no. 2
Type: Research Article
ISSN: 2059-5794

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Book part
Publication date: 16 September 2017

Elizabeth J. Altman and Michael L. Tushman

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and…

Abstract

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

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Book part
Publication date: 8 April 2005

Arch G. Woodside, Günter Specht, Hans Mühlbacher and Clas Wahlbin

This paper examines three issues. First, do multiple possible paths to high versus low new product performance (NPP) occur among European, high-tech, industrial…

Abstract

This paper examines three issues. First, do multiple possible paths to high versus low new product performance (NPP) occur among European, high-tech, industrial manufacturing firms? Second, what are the upstream influences on high NPP? For example, what background factors affect the levels of the KSFs? Third, do consistent country-level differences occur among Austrian, German, and Swedish executives in their evaluations of antecedents and high-tech NPP? To probe these issues, a total of 771 chief operating officers and project managers participated in face-to-face long interviews (McCracken, 1988) covering 241 less and 264 more successful than average industrial NPD projects. The empirical findings support the propositions that: (1) multiple paths lead to high versus low NPP; (2) unique antecedent variables affect the KSFs for high NPP; and (3) for several upstream and direct influences, consistent national differences occur among executives’ assessments of NPP. A key implication of the study for NPD executives is to recognize the possibility of alternative paths leading to successful NPD.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Book part
Publication date: 3 July 2018

Rajan Varadarajan

The purposes of this chapter are to propose definitions of innovation, product innovation, business model innovation, marketing innovation, innovation strategy, and…

Abstract

Purpose

The purposes of this chapter are to propose definitions of innovation, product innovation, business model innovation, marketing innovation, innovation strategy, and strategic innovation, elaborate on their literature and conceptual underpinnings, and provide an overview of the conceptual domains of innovation, innovation strategy, and strategic innovation.

Methodology/Approach

First, certain definitions of innovation, drawn from literature, are presented. Next, certain definitions that incorporate logically incremental refinements in them are presented. Building on these, definitions of innovation, product innovation, business model innovation, and marketing innovation are proposed.

Findings

Innovation is the creation of value by using relevant knowledge and resources for conversion of an idea into a new product, process, or practice, or improvements in an existing product, process, or practice. Innovation strategy is an organization’s relative emphasis on different types of innovations and the associated pattern of resource allocation, in alignment with its strategy at the corporate and business unit levels. Strategic innovation is the creation of value by using relevant knowledge and resources for conversion of an idea into a new product, process, or practice with the potential to have a major transformational effect on the evolution of markets and industries.

Practical implications

Over the past several decades, there has been a sustained and high level of interest in issues relating to innovation among academics in a number of disciplines, business and social entrepreneurs, business practitioners, and policy makers. Books, journal articles, and business magazine articles provide a number of definitions of innovation and specific types of innovation. Multiple definitions of a construct can be problematic in certain respects and beneficial in other respects. A potential upside of multiple definitions of innovation is the prospect of each being a source of ideas for one or more innovations that benefit society, and an impetus for research focusing on specific questions.

Originality/value

Implementation of an idea, value creation, and use of relevant knowledge and resources are used as constituent elements in the proposed definitions of innovation, product innovation, business model innovation, marketing innovation, and strategic innovation.

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Article
Publication date: 20 November 2020

Qing Qiu and Dengke Yu

This study aims to explore the impacts of the knowledge structure of CEO on corporate innovation strategy in the background of China’s national policy of innovation-driven…

Abstract

Purpose

This study aims to explore the impacts of the knowledge structure of CEO on corporate innovation strategy in the background of China’s national policy of innovation-driven development.

Design/methodology/approach

Regression analysis is used to test the direct effects and the moderating roles of financial and power incentives. It screens 685 listed companies from Chinese stock market, with the time window from 2016 to 2018.

Findings

CEO’s knowledge breadth has a significant impact on innovation strategy, but the moderating effects of power and financial incentives are not significant. CEO’s knowledge depth is negatively correlated to corporate innovation strategy; moreover, power incentive significantly strengthens the relationship, whereas financial incentive significantly weakens it.

Research limitations/implications

Firms are suggested to optimize CEO knowledge structure and organizational incentive system for better implementing innovation-driven development strategy.

Originality/value

It is beneficial to the exploration of the micro-mechanism that enables corporate innovation strategy. Scholars may gain additional insights into the strategic management of corporate innovation from the perspective of CEO’s knowledge structure.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

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Article
Publication date: 25 May 2020

Jie Wu, Xinhe Zhang, Shuaihe Zhuo, Martin Meyer, Bin Li and Haifeng Yan

The authors attempt to answer the basic questions: How is imitation tied to innovation? This question is addressed in the context of China's innovation system in the 2000s…

Abstract

Purpose

The authors attempt to answer the basic questions: How is imitation tied to innovation? This question is addressed in the context of China's innovation system in the 2000s where Chinese industrial firms simultaneously implement innovation and imitation strategies in their new product developments.

Design/methodology/approach

The authors first build on lattice theory and supermodularity theory to provide a rigorous and careful mathematical proof. The authors further conduct the empirical analyses using an original data on Chinese manufacturing firms' innovation and imitation strategies in the development of new products in 2002.

Findings

This article reveals the complementarity relation between imitation and innovation strategies and identifies external knowledge search as the boundary condition that influences the extent to which two strategies reinforce each other.

Research limitations/implications

The findings of the imitation-innovation complementarity suggest that imitation is not only an indispensable strategy independent of innovation, but also is vital to the effectiveness of innovation itself.

Practical implications

The imitation-innovation complementarity finding provides some evidence for the contention that Chinese latecomers exploit the synergies of imitation and innovation, transforming themselves from imitators to innovators and vibrant competitors in the global market (Wu et al., 2016) and, as a result, national innovation system has evolved from a state-sponsored imitation program to the imitation-innovation mixture.

Originality/value

In contrast to earlier innovation studies in which innovation and imitation are unrelated, this study reveals that imitation complements innovation, and the extent of Chinese firms' external knowledge search affects the complementary relationship between imitation and innovation. These findings add important insights to the innovation management literature and contribute empirical evidence to the interplay of innovation and imitation enhancing national innovation system.

Details

Journal of Intellectual Capital, vol. 21 no. 5
Type: Research Article
ISSN: 1469-1930

Keywords

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Article
Publication date: 18 March 2020

Vikas Kumar, Younis Jabarzadeh, Paria Jeihouni and Jose Arturo Garza-Reyes

The purpose of this study is to explore the effect of operations strategy (cost, quality, flexibility and delivery) and supply chain integration on innovation performance…

Abstract

Purpose

The purpose of this study is to explore the effect of operations strategy (cost, quality, flexibility and delivery) and supply chain integration on innovation performance under influence of learning orientation.

Design/methodology/approach

Taking a quantitative and deductive approach, a conceptual framework was developed and tested by analyzing data gathered through survey questionnaire from 243 UK manufacturing firms using structural equation modeling.

Findings

The findings show that learning orientation influences operations strategy and supply chain integration, but it does not have a direct impact on innovation performance. Additionally, quality and flexibility strategies affect innovation performance and supply chain integration positively, while cost and delivery strategies do not have a significant effect on these variables.

Research limitations/implications

Operations strategy types (cost, quality, flexibility and delivery) were studied as distinct variables, whereas supply chain integration also has several dimensions but that has not been investigated separately in the present research. The findings are also based on limited 243 responses from UK manufacturing firms.

Practical implications

Innovation performance of manufacturing firms can be improved through a more integrated supply chain if managers embody flexibility and quality capabilities in their operations and become learning oriented.

Originality/value

The effect of supply chain integration on innovation performance and learning orientation on supply chain integration and operations strategy types have not been fully explored in literature. Also, having all four operations strategy types in a direct relation to supply chain integration and innovation performance is another original aspect of the current study.

Details

Supply Chain Management: An International Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

1 – 10 of over 100000