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This paper aims to explore the effects of two drivers, namely, the received fundings and its interaction with the specialized competences owned by the managerial board, on the R&D activities performed by start-ups.

This paper tests hypotheses on a sample of 405 innovative start-ups established in Italy and registered into the Chamber of Commerce official database. This study uses the R&D expenses as a measure of the innovative performance of start-up, and the authors also collected the number and total amount of grants received by them and the presence of high qualified team in their management board.

The analysis reveals that both the number and total amount of grants received by start-ups positively impact the innovative performance. The same is for the integration of the total amount of grants with the presence of high qualified team in the management board.

This study did not distinguish between different types of grants adopted by start-ups, while it would be interesting to study whether any difference does exist among them in terms of their influence on innovative performance. Also, this paper considers the total number of specialized people in the team while it would certainly be interesting to analyze people’s background and competences in relation to the innovative performances.

This paper allows us to offer some provisional conclusions such as having funds in the preliminary phase of start-up life cycle, and investments mainly for R&D expenses. The start-up must also leverage its skills and therefore it is necessary to invest in human capital.

Findings suggest that policymakers should introduce integrated measures to support start-ups throughout the entire life cycle, from the creation of the idea to incubation up to industrial consolidation.

This paper focuses on the determinants of start-up innovative performance because both external (such as political, economic, social and technological) and internal (such as organizational) influencing factors have to be considered as crucial for start-ups innovation and growth. Finally, this study is one of the few attempts exploring the phenomenon by using an empirical methodology based on real and certificated data.

The purpose of this study is to identify the effect of halal certification on innovative and market business performance of halal-certified food companies in the Philippines. Through this empirical study, halal-registered and about-to-register companies would have a wider perspective and a realistic view on what to expect from halal certification. The study also hopes to enrich halal certification literature and contribute further to the better understanding of the relationship between halal certification and the business performance.

This empirical study primarily uses a quantitative approach in analyzing the relationship between halal certification and the business performance in terms of innovative and market performance. The primary data are gathered through a survey involving 211 food companies (141 halal-certified and 70 non-halal-certified). The results are analyzed using confirmatory factor analysis, structural equation modeling and independent sample t-test.

First, the analysis highlights that halal certification significantly affects innovative performance of halal-certified food companies. Second, the improvements in innovative performance lead to market performance improvements. Third, innovative performance fully mediates the relationship between halal certification and market performance. Finally, halal-certified food companies and non-halal-certified food companies have significant difference in terms of innovative performance and market performance.

First, the population of this study consisted of only food companies in the Philippines listed in the Bureau of Product and Standard. Second, only the respective quality management representatives of the responding companies were the main respondent. Third, the samples used are from Philippines only. Therefore, the ability to generalize the reported results to all types of industry is restricted. To generalize the results of this study, additional research is desired to test the suggested model in various countries where Muslims are minority.

Understanding the impact of halal certification and its business value through empirical study should provide “about to be registered organizations” a wider perspective and a realistic view on what to expect after halal certification. It will provide factual evidences that may aid halal-certified companies in decision-making with respect to halal certification and whether it complicates or compliments their organizations’ business.

To the best of the author’s knowledge, no research has yet been conducted to investigate the impact of halal certification on business performance in the Philippines. This study, therefore, fills the gap in the research area. Through this empirical study, halal-registered and about-to-register organizations would have a wider perspective and a realistic view on what to expect from halal certification.

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.

The proposed model was tested with regression analysis of data collected through a questionnaire survey of 231 employees of Chinese manufacturing firms.

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.

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.

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

Drawing upon the literature on person-leader supplementary fit literature, this study aims to positions dissatisfaction with organizational performance as a difficult condition that moderates the relationship between leader-employee congruence/incongruence in creativity goal and employee innovative performance.

In this paper data were collected from 226 leader-employee dyads from several information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses.

Three conclusions were drawn. First, employee innovative performance was maximized when leaders and employees were congruence in creativity goal. Second, in the case of congruence, employee had higher innovative performance when a leader's and an employee's creativity goal matched at high levels. Third, dissatisfaction with organizational performance moderated the effect of leader – employee congruence in creativity goal on employee innovative performance.

This study enhanced theoretical developments by considering the importance of leaders' congruence with employees in creativity goal for the first time. Additionally, the research results provided better practical guidance for how to help employees recover from difficult condition and continue to participate in innovation.

The purpose of this paper is to investigate the mediating role of innovative behavior on the relationships between organizational structure, such as centralization, formalization, integration, and organizational innovation performance.

The authors collected data from 140 functional managers of manufacturing organizations in the Republic of Korea. The authors used structural equation modeling procedure to evaluate the validity of proposed hypotheses.

The results suggest that innovative behavior mediates the links among centralization, formalization, and organizational innovation performance. However, the findings indicate that innovative behavior does not mediate the relationship between integration and organizational innovation performance.

This work is the first to examine the mediating role of innovative behavior on the associations among centralization, integration, and organizational innovation performance.

This study explores central questions related to the connection between intellectual capital (IC) and the innovative performance of organizations through the mediating role of management control systems (MCS) and business strategies, as well as the moderating role of innovation capabilities.

The data was collected from the managers of small and medium enterprises (SMEs) through a structured questionnaire. Out of 1,152 questionnaires distributed, only 415 were used for analysis purposes. Structural equation modelling (SEM) was used to test the study hypotheses.

Intellectual capital significantly influences MCS, business strategies and innovative performance. Moreover, MCS, business strategies and innovative capabilities significantly improve innovative performance. MCS and business strategies significantly mediate the relationship between intellectual capital and innovative performance. Finally, innovative capabilities significantly moderate that between intellectual capital and innovative performance.

The current research examines how management should use MCS, business strategies, and innovative capabilities to take maximum benefit from intellectual capital in order to improve innovative performance.

This is pioneering research that develops a theoretical model to incorporate intellectual capital, MCS, business strategies, innovative capabilities and innovative performance. Even though the influence of various kinds of intangible assets/resources on innovative performance has been widely examined in the literature, scant attention has been paid to the role of MCS, business strategies, and innovative capabilities in leveraging the firm's intellectual capital.

In the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to identify factors that increase individual innovative performance. One key to unlock individual innovative performance is empowering leadership. Drawing on the Ability-Motivation-Opportunity (AMO) theoretical framework, this study investigates the cross-level influence of team-directed empowering leadership on subordinates' innovative performance and verifies the mediating role of creative self-efficacy (A), intrinsic motivation (M), team knowledge sharing (O) and the moderating effect of feedback seeking climate.

With a sample of 102 teams and 722 employees, this study uses Mplus7.4 software to carry out cross-level model analysis based on MSEM multilevel mediation test methodology.

The results from cross-level analysis indicate that: (1) Team-directed empowering leadership has a significant positive impact on subordinates' innovative performance. (2) Team-directed empowering leadership enhances subordinates' innovative performance through the improvement of creative self-efficacy, intrinsic motivation and team knowledge sharing. (3) Based on the feedback perspective, feedback seeking climate moderates the relationship between team-directed empowering leadership and creative self-efficacy, intrinsic motivation and team knowledge sharing.

This study introduced the AMO theory into the research on cross-level mediating mechanism between team-directed empowering leadership and subordinates' innovative performance, which broadens the theoretical research perspective. Considering the difference between empowering leadership and laissez-faire leadership and the guiding role of feedback, this study selects feedback seeking climate as a moderator in view of feedback, which riches the contingency factors on the cross-level effect of team-directed empowering leadership.

This study analyzes the indirect effects of corporate reputation and social identity on innovative job performance, through organization engagement.

A single entity survey was conducted with the employees of a unicorn startup, which is the largest financial services startup (fintech) in Brazil, and the data were analyzed using structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

The results present empirical evidence that corporate reputation and social identity (employee-company identification) are able to stimulate innovative job performance, mediated by organization engagement. In addition to these symmetrical relationships, asymmetrically, combinations of these constructs with different education levels, age and tenure promote high innovative job performance.

The study has theoretical implications to the extent that the precepts of the social identity theory are observed, by verifying the direct influence of corporate reputation and employee-company identification on organization engagement. It also has implications for presenting an indirect positive effect of corporate reputation and employee-company identity on innovative job performance.

It contributes by providing subsidies for the company to find to keep employees engaged and prone to innovation, which represents an important managerial parameter and competitive advantage.

The literature points to the need to identify antecedents of innovative job performance. It is postulated that corporate reputation and social identity can indirectly reflect on innovative job performance, mediated by organizational engagement.

This study explores the influence of Taiwan’s high‐tech manufacturers’ innovative strategy and innovation motivation concerning the implementation of innovative activities, as well as the influence of innovative activities implementation on business performance. The two intermediate variables, industry group and enterprise scale are also considered. Through a review of the relevant literature, a theoretical model of the influence relationship is developed, while an empirical analysis is simultaneously conducted on Taiwan’s high‐tech manufacturers. The research result shows that the internal driving force of innovative activities has a significant impact on the level of implementing technological innovative activities and cultural innovative activities. The external driving force of innovative activities has a significant impact on the level of implementing market innovative activities and management innovative activities. Companies adopting self‐developed technology and purchased as well as self‐developed technology strategies, perform better than those adopting purchased new technology or those with neither purchased nor self‐developed technology strategies, at implementing technological innovative activities and cultural innovative activities. The level of implementing innovative activities has a significant influence on business performance (cost reduction and product/service differentiation). For the intermediate variables of “industry group” and “enterprise scale”, it is proven in this study that they have no significant influence on the level of innovative activity implementation or business performance.