Search results

Adoptive innovation becomes increasingly important in today’s competitive world. However, in the presence of current economic downturn, cautions are voiced against potential risks; these innovative activities can bring to from firm to country level. Our research addresses such concerns. The research is drawn from two key streams of literature: risk management and innovation management. We developed a conceptual framework that consists of three components: risk behaviour, environmental conditions and adoptive innovative (REAI). Applying the REAI framework, we examined the risk management efficacy of adoptive innovation activities of one organisation under a historical perspective. We conclude that although adopters have a high tolerance for managing uncertainty and appetite for risk taking in line with competitors, there are two key elements that deter mine the performance of such behaviour: level of environmental turbulence and the role of senior management. It is the first time research determining the relationship between risk and adoptive innovative behaviour is being undertaken and will also provide direct guidance for managers regarding how to manage risk and uncertainty under different circumstances of their innovative practices.

Based on the belief that it is behaviour which constitutes risk rather than procedures, the paper focuses on the awareness of behavioural aspects in risk management techniques and the consequences that arise out of this awareness. It questions the traditional thinking that risk management is predominantly a set of procedures in the control of risk. The paper also considers the part played by public policy in managing risk and changing behaviour. The paper concludes that it is behaviour, and not the set of procedures, which is the risky factor; therefore in risk management there is need to focus on developing human behaviour that is capable of being flexible in an event.

The direct impact of organizational learning (OL) on organizational performance has been studied over the past two decades. However, how OL contributes to organizational innovation still remains under-researched. Based on the knowledge-based view of the firm and dynamic capability theory, we developed a theoretical framework in order to empirically examine how OL offers organizations the essential tools for creating dynamic capabilities (DCs), which pave the way for innovation performance (IP).

The authors apply a time-lagged, multisource and survey-based research designed to test the proposed model in the pharmaceutical industry where knowledge is a source of innovation. The data collected from companies operating in such an industry were analyzed by utilizing hierarchical regression analysis to explore how OL could lead to IP through DC.

The results indicated that OL is positively, significantly associated with DCs, as well as its dimensions of learning, integrating and reconfiguring capabilities. The findings showed that these capabilities are significant predictors of innovation performance. In addition, the findings revealed that innovation culture significantly moderates the relationship between DCs and innovation performance.

By dedicating more time and resources, managers can reinforce dynamic capabilities as a strategic tool to generate new knowledge and distribute it across the organization, which can go a long way toward boosting innovation performance in the pharmaceutical industry. This study offers researchers and practitioners invaluable insights into how effective OL can enhance firm-level innovation performance through dynamic capabilities.