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Article
Publication date: 4 June 2018

María J. Oltra, M. Luisa Flor and José A. Alfaro

The purpose of this paper is to examine the relationship between the use of open innovation (OI) practices and firm performance, and the role of organizational mechanisms (OMs…

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Abstract

Purpose

The purpose of this paper is to examine the relationship between the use of open innovation (OI) practices and firm performance, and the role of organizational mechanisms (OMs) (formalization and decentralization) as moderator variables.

Design/methodology/approach

The authors build a theoretical framework to define a set of hypotheses that are then verified in an empirical study. These theoretical propositions are tested by using the data gathered from a survey addressed to 244 firms in Spanish low- and medium-technology industries.

Findings

With regard to inbound practices, the practices oriented to cooperate with partners in a R&D context have a positive influence. The results show that outbound practices, either by direct generation of revenues from licensing payments or, more indirectly, through the indirect marketing and technical benefits that can stem from revealing have a positive effect on firm performance. Coupled practices, which are related to participation in clusters and innovation networks, have the highest impact on firm performance. In the industrial context examined, decentralization exerts a positive effect which enhances the effect of outbound practices meanwhile formalization reduces their positive effect.

Practical implications

This study helps practitioners in low- and medium-technology firms to determine which OI practices are most beneficial to firm performance and how formalization and decentralization can influence the relationship between OI and firm performance.

Originality/value

This study helps determine the influence of OI practices in terms of inbound, outbound and coupled types through an analysis of low- and medium-technology firms. The OI literature is enriched by the types herein of the role of OMs, which includes an analysis of how formalization and decentralization moderate the influence of OI practices on firm performance.

Details

Business Process Management Journal, vol. 24 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 25 May 2010

María J. Oltra and M. Luisa Flor

This paper seeks to examine empirically from a contingency perspective the influence of business strategy on the relationship between operations strategy and business results.

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Abstract

Purpose

This paper seeks to examine empirically from a contingency perspective the influence of business strategy on the relationship between operations strategy and business results.

Design/methodology/approach

Analysis is carried out on a sample of 76 Spanish ceramic tile firms. Data on strategies are gathered by means of a postal survey addressed to operations managers and information on firms' results is drawn from secondary sources. Operations strategy is represented by competitive priorities and business strategy is based on Miles and Snow's typology. Relationships are modelled in regression equations including interaction terms in order to test for the existence of a moderating effect.

Findings

Existence of a moderating effect of business strategy on the relationship between operations strategy and firms' results is demonstrated. Specifically, in defender firms, the cost and quality priorities influence positively, whereas priorities of delivery and flexibility have a negative effect. No influence of operations strategy on firms' results is observed in analyser or prospector firms.

Research limitations/implications

Limitations of this research include the reduced number of organisations investigated and the fact that all companies belong to a single industry. Also, the fact that strategy variables are based on self‐reporting measures identified by a single respondent.

Practical implications

Practitioners must bear in mind the coherence between operations strategy and business strategy. In this work, details of business and operations strategy fits are given.

Originality/value

The fit between operations strategy and business strategy is studied by focusing on the moderating role of business strategy.

Details

International Journal of Operations & Production Management, vol. 30 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 28 February 2023

Fei Hui Lim, Nurhidayah Bahar, Siti Norida Wahab and Muhammad Iskandar Hamzah

This paper aims to investigate the motivational drivers for knowledge sharing (KS) through the application of mobile social networking (MSN) and their influence on employee…

Abstract

Purpose

This paper aims to investigate the motivational drivers for knowledge sharing (KS) through the application of mobile social networking (MSN) and their influence on employee productivity in the Malaysian construction industry.

Design/methodology/approach

The data was collected by distributing a self-administered questionnaire among employees working in the construction industry. A total of 250 questionnaires were collected and analysed using partial least squares structural equation modeling. This study used a variety of analysis methodologies including correlation analysis, reliability and validity testing, as well as a structural model in evaluating the relationships between KS, motivational factors and influence on productivity.

Findings

The empirical results of this study reveal that utilitarian motivation is positively related to internal and external KS. Similarly, internal and external KS have a positive influence on productivity, while internal and external hedonic motivation does not show any significant relationship with productivity.

Research limitations/implications

Considering the paucity of evidence regarding the determinants of KS motivational drives on employee productivity in the Malaysian construction industry, this study enriches the social cognitive theory-based literature on KS.

Practical implications

This study provides some insights to the players in the construction industry in implementing the most appropriate KS promotion strategies that could potentially influence employee productivity. Organisations in the construction industry that place great emphasis on utilitarian motivation including competency, reward and incentives are more likely to have a better influence on KS and, in turn, positively impact employee productivity.

Originality/value

This study meaningfully contributes to enhancing the understanding of the motivational drivers for sharing knowledge on MSN and its influence on productivity. The findings of this study potentially assist construction practitioners in developing a holistic blueprint for managing their KS towards improving the overall productivity of their employees.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 6 May 2014

Anabel Fernández-Mesa, José Luis Ferreras-Méndez, Joaquin Alegre and Ricardo Chiva

The purpose of this paper is to analyze the impact of information technology competency (ITC) on internal and external learning competency and the relations among ITC, internal…

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Abstract

Purpose

The purpose of this paper is to analyze the impact of information technology competency (ITC) on internal and external learning competency and the relations among ITC, internal and external learning competency and the commercial success of innovation (CSI)

Design/methodology/approach

The paper uses survey data from 186 companies. Through structural equation modeling the paper assesses the links between ITC, internal and external learning competency and the CSI.

Findings

First, this study finds that ITC plays a critical role in internal and external learning competencies. Second, internal and external learning competencies are directly related to the CSI. Third, internal and external learning competencies mediate the relation between ITC and the CSI.

Research limitations/implications

The research is cross-sectional, so cause-effect relation cannot be definitively inferred from the results.

Originality/value

This study contributes to organizational learning research, identifying a key antecedent of internal and external learning competencies – ITC – and analyzing the link between internal and external learning competencies and the CSI. Moreover, this study is relevant to IT literature because it shows that ITC, on its own, is insufficient to generate and maintain a competitive advantage. Firms need complementary strategic capabilities such as learning competencies to strengthen the effect of ITC on firm performance.

Details

Industrial Management & Data Systems, vol. 114 no. 4
Type: Research Article
ISSN: 0263-5577

Keywords

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