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Article

Yi‐Chan Chung, Yao‐Wen Hsu, Chung‐Ching Chiu, Ching‐Piao Chen and Chih‐Hung Tsai

This study explores the influence of Taiwan’s high‐tech manufacturers’ innovative strategy and innovation motivation concerning the implementation of innovative

Abstract

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.

Details

Asian Journal on Quality, vol. 9 no. 3
Type: Research Article
ISSN: 1598-2688

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Article

David Deakins and Jo Bensemann

The purpose of this paper is to present qualitative evidence on strategies undertaken by 34 innovative small firms.

Abstract

Purpose

The purpose of this paper is to present qualitative evidence on strategies undertaken by 34 innovative small firms.

Design/methodology/approach

The sample of innovative firms is solely recruited from the agri-business sector that are located in contrasting environments varying from rural areas with low urban influence to areas with high urban influence and “main” urban or city areas. The authors discuss strategies in the light of a theoretical approach that incorporates a resource-based view, dynamic capabilities (DCs) and social network theory.

Findings

Although there is diversity in strategies across the 34 innovative small firms, irrespective of their “rural” or “urban” environment, qualitative evidence sheds light on differences in the way that strategies are pursued.

Research limitations/implications

The study indicates that small firms in rural environments can be just as innovative as their counterparts in urban environments; however, the authors demonstrate that they adopt different strategies, which have been shaped by their environment, to achieve innovation. The authors use the qualitative evidence to develop the theory of DCs and classify the sample into four clusters which marries the environmental context and innovative DCs.

Originality/value

The paper makes a contribution to a research gap on the way that the environment can shape management strategies in innovative small firms. It contributes to a limited literature in this area.

Details

Management Decision, vol. 57 no. 7
Type: Research Article
ISSN: 0025-1747

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Article

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.

Details

International Journal of Managing Projects in Business, vol. 5 no. 2
Type: Research Article
ISSN: 1753-8378

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Article

Ramendra Thakur, Dena Hale and Dhoha AlSaleh

Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding…

Abstract

Purpose

Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy?

Design/methodology/approach

Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy.

Findings

Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads.

Originality/value

There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.

Details

foresight, vol. 20 no. 4
Type: Research Article
ISSN: 1463-6689

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Book part

Çağlar Doğru

In this information era, innovation is among the most important factors for an organization to increase its performance. In this chapter, it is explored how to improve the…

Abstract

In this information era, innovation is among the most important factors for an organization to increase its performance. In this chapter, it is explored how to improve the business innovation in organizations effectively by using suitable management strategies in an emerging economy selected as Turkey. Among many strategies set and implemented for the ease of innovation, in this chapter, it is revealed that some have more direct and efficient effects. Among these strategies and practices there exist, strategic and innovative human resource management, goal setting for innovation, supporting employee creativity, empowering employees for innovation, developing effective organizational communication, leading for innovation, building an innovative organizational culture and establishing teams for innovation. These practices are derived from the selected Borsa Istanbul (BIST) Companies in Turkey. Strategies of five companies which are indexed in BIST30 and BIST Sustainability Index, and additionally, which are all candidates of innovation leader in their sector, were taken as examples reflecting the innovative atmosphere in Turkey.

Details

Strategic Outlook in Business and Finance Innovation: Multidimensional Policies for Emerging Economies
Type: Book
ISBN: 978-1-80043-445-5

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Article

Ruihan Zhang and Bing Sun

The purpose of this paper is to determine how high-tech firms should choose between independent research and development and technology introduction as well as to…

Abstract

Purpose

The purpose of this paper is to determine how high-tech firms should choose between independent research and development and technology introduction as well as to ascertain the effects of the three elements of competitive dynamics on the evolution of innovative behavior-based decisions and competitive results.

Design/methodology/approach

This paper describes the construction of an evolutionary game model and a multi-agent-based model of innovative behavior-based decisions by heterogeneous high-tech firms. The models are used to analyze the evolution path and evolutionarily stable strategy of innovative behavior-based decisions. In addition, multi-agent-based simulation is used to gain insight into the effects of competitive dynamics on the dynamic evolution of innovative behavior-based decisions.

Findings

This paper reveals four evolutionary equilibrium states of the innovation behavior-based decisions of high-tech firms. Based on the findings, these overall evolutionary trends are not affected by the timing of competitive market entry or the intensity of competition. In addition, simulated evidence is added that the timing of competitive market entry is an important factor affecting market-leading innovative strategies and dynamic competition results, and competition intensity is closely related to the evolutionary speed of innovation behavior-based decisions.

Originality/value

The key contribution of this paper is its new view of innovative behavior-based decisions from a competitive dynamics perspective. The new competitive dynamics-based framework for innovative behavior-based decisions of high-tech firms proposed in the paper can resolve the problem of obtaining a sustainable competitive advantage for high-tech firms in a competitive dynamics context.

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Article

Dilupa Nakandala and H.C.W. Lau

This paper aims to investigate the characteristics of demand and supply in relation to the real-world supply chain strategies of local urban fresh food supply chains…

Abstract

Purpose

This paper aims to investigate the characteristics of demand and supply in relation to the real-world supply chain strategies of local urban fresh food supply chains (FFSC). It generates insights into how a range of strategies is adopted by urban retailer businesses in attempting to cater for the particular requirements of food-literate urban consumers and small-scale local growers.

Design/methodology/approach

Using a multiple case study method, 12 urban local fresh food retailers in Sydney were studied and interview data were analyzed using thematic analysis.

Findings

Local fresh produce has characteristics of both functional and innovative products. Retailers with strong upstream and downstream collaborations adopt hybrid strategies for increased time efficiency and product variety. The dominance of strategies for time efficiency in downstream activities is aimed at maximising the product’s freshness and taste, while product range improvement strategies mean innovative retailers are working with growers to introduce new product types and offering new recipes to consumers that encourage a wider use of products. Urban retailers of local fresh produce leverage on their relationships with upstream and downstream supply chain entities in implementing hybrid strategies.

Implications

Policymakers will make use of the new knowledge generated about the real enablers of contemporary urban food systems in designing developmental policies; findings will inform urban FFSC retailers about how harmonious relationships can be leveraged for sustainability.

Originality/value

The study generates new knowledge on the implementation of a leagile approach by studying the adoption of innovative hybrid strategies by urban local FFSCs in relations to demand and supply characteristics and the utilization of strong vertical relationships in a short supply chain.

Details

Supply Chain Management: An International Journal, vol. 24 no. 2
Type: Research Article
ISSN: 1359-8546

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Article

Haniruzila Hanifah, Hasliza Abdul Halim, Noor Hazlina Ahmad and Ali Vafaei-Zadeh

Innovation has become an approach to create value for the customer to remain competitive in the market. However, previous research on innovation performance particularly…

Abstract

Purpose

Innovation has become an approach to create value for the customer to remain competitive in the market. However, previous research on innovation performance particularly among Bumiputera small and medium-sized enterprises (SMEs) had received little intention. Hence, Bumiputera SMEs need to inculcate the innovation culture to generate innovation performance. As such, the purpose of this study is to examine the ambidextrous orientation and innovation strategy on innovation culture, and how innovation culture could mediate the relationship between ambidextrous orientation and innovation strategy and innovation performance. In addition, this study also examines the role of government support as the moderator between innovation culture and innovation performance.

Design/methodology/approach

Data were collected from 140 Bumiputera SMEs and analyzed using partial least square-structural equation modeling via Smart PLS.

Findings

Findings indicated that ambidextrous orientation (alignment and adaptability) and innovation strategy (proactive creativity strategy and growth risk orientation strategy) had a significant impact on innovation culture. Besides, innovation culture mediated the relationship between alignment, proactive creativity strategy, growth risk orientation strategy and innovation performance. Surprisingly, innovation culture does not significantly mediate the relationship between adaptability and innovation performance. However, government support plays an important role to support innovation culture and innovation performance in Bumiputera SMEs.

Originality/value

This study makes both theoretical and practical contributions, especially in identifying the significant role of Bumiputera SMEs in creating an innovation culture. Besides, it explained government support as an important role in strengthening the relationship between innovation culture and innovation performance. The findings of the study will provide great help to Bumiputera entrepreneurs in formulating innovation culture in Malaysian SMEs.

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Article

Julia Paranhos, Fernanda Steiner Perin, Eduardo Mercadante and Caroline Soares

The purpose of this paper is to analyze the strategies and organizational forms used by large Brazilian pharmaceutical companies (LBPCs) in interaction with universities…

Abstract

Purpose

The purpose of this paper is to analyze the strategies and organizational forms used by large Brazilian pharmaceutical companies (LBPCs) in interaction with universities for the development of innovation.

Design/methodology/approach

In the pharmaceutical industry, a science-based sector, the source of new knowledge is often outside the company environment. Thus, the search for innovation depends on the company’s strategic decisions of cooperation. This research uses the case study method, with secondary data from the 2008, 2011 and 2014 Innovation Survey (Pintec) about the innovative efforts of LBPCs, as well as primary data from semi-structured interviews with six of them.

Findings

The most recent data on innovation in Brazil show changes in the innovative efforts of LBPCs, involving the raise in the interaction with universities. The results of the field research also show that the LBPCs have differentiated innovative structures and are effectively using strategies for partnerships with universities, through the creation of radical innovation departments, the establishment of internal scientific committees and the internationalization of research and development.

Originality/value

These findings contribute to the literature on the industry-university interactions in Brazil and in developing countries. However, this analysis cannot be generalized for the Brazilian pharmaceutical industry as it uses the case study method. Moreover, it is too early to determine if the identified strategies were successful. Nonetheless, it is worth mentioning that the strategies of the six interviewed companies differ greatly from the patterns of the Brazilian pharmaceutical industry and the manufacturing industry.

Objetivo

El objetivo de este artículo es analizar las estrategias y estructuras organizacionales de las grandes empresas farmacéuticas brasileñas (GEFBs) en la interacción con universidades para el desarrollo innovador. En la industria farmacéutica, un sector basado en la ciencia, la fuente del conocimiento suele estar fuera del ambiente de la empresa. Por lo tanto, la búsqueda de la innovación depende de las decisiones estratégicas de cooperación de la empresa.

Diseño/metodología/aproximación

Esta investigación utiliza el método de estudio de caso, a partir de datos secundarios de la Encuesta de Innovación (Pintec) de 2008, 2011 y 2014 sobre los esfuerzos innovadores de las GEFBs, así como datos primarios de entrevistas semiestructuradas con seis de ellas.

Resultados

Los datos más recientes sobre innovación en Brasil muestran cambios en los esfuerzos innovadores de las GEFBs, incluyendo ampliación de la interacción con universidades. Los resultados de la investigación de campo también indican que las GEFBS poseen estructuras innovadoras diferenciadas y están aplicando estratégicas de alianzas con universidades, por la creación de departamentos de innovación radical, por el establecimiento de comités científicos internos y por la internacionalización de la investigación e innovación.

Limitaciones de la investigación/implicaciones

Este análisis no puede ser generalizado para la industria farmacéutica brasileña por utilizar el método de estudio de caso. Además, es muy temprano para determinar si las estrategias identificadas obtuvieron éxito.

Palabras claves

Estrategias empresariales, interacción universidad-empresa, Brasil

Tipo de artículo

Estudio de caso

Originalidad/valor

Estos resultados contribuyen a la literatura sobre interacciones universidad-empresa en Brasil y en países en desarrollo. Asimismo, debe ser mencionado que las estrategias de las seis empresas entrevistadas difieren considerablemente de los padrones de la industria farmacéutica y de la industria de transformación brasileñas.

Objetivo

O objetivo deste artigo é analisar as estratégias e estruturas organizacionais das grandes empresas farmacêuticas brasileiras (GEFBs) na interação com universidades para o desenvolvimento inovativo. Na indústria farmacêutica, um setor baseado em ciência, a fonte do conhecimento costuma estar fora do ambiente da empresa. Portanto, a busca pela inovação depende das decisões estratégicas de cooperação da empresa.

Design/metodologia/abordagem

Esta pesquisa utiliza o método de estudo de caso, a partir de dados secundários da Pesquisa de Inovação (Pintec) de 2008, 2011 e 2014 sobre os esforços inovativos das GEFBs, assim como dados primários de entrevistas semiestruturadas com seis delas. Os dados mais recentes sobre inovação no Brasil mostram mudanças nos esforços inovativos das GEFBs, incluindo a ampliação da interação com universidades.

Resultados

Os resultados da pesquisa de campo também indicam que as GEFBs possuem estruturas inovativas diferenciadas e estão efetivamente aplicando estratégicas de parcerias com universidades, pela criação de departamentos de inovação radical, pelo estabelecimento de comitês científicos internos e pela internacionalização da pesquisa e inovação.

Limitações de pesquisa/implicações

Esta análise não pode ser generalizada para a indústria farmacêutica brasileira por utilizar o método de estudo de caso. Ademais, é muito cedo para determinar se as estratégias identificadas obtiveram sucesso.

Originalidade/valor

Esses resultados contribuem para a literatura sobre interações universidade-empresa no Brasil e em países em desenvolvimento. Outrossim, deve ser mencionado que as estratégias das seis empresas entrevistadas diferem consideravelmente do padrão da indústria farmacêutica e da indústria de transformação brasileiras.

Palavras chaves

Estratégias empresariais, interação universidade-empresa, indústria farmacêutica, Brasil

Tipo de artigo

Estudo de caso

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1536-5433

Keywords

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Book part

Martie-Louise Verreynne and Denny Meyer

Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes…

Abstract

Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes, intrapreneurial employees may influence the strategic direction of the firm, a process called intrapreneurial strategy-making. Little consideration has been given to how small firms may use this process to improve performance. To this end this paper describes the results of an empirical study conducted with 454 small firms. Analysis of the data indicates that intrapreneurial strategy-making has a significant positive relationship with firm performance, depending on the size of the firm, its organizational structure and the dynamism of the environment. It further shows that differentiation strategies may mediate this relationship.

Details

Entrepreneurial Strategic Processes
Type: Book
ISBN: 978-0-7623-1429-4

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