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Book part
Publication date: 12 September 2022

Bill B. Francis, Iftekhar Hasan and Gokhan Yilmaz

This chapter investigates whether core competence of managers and their expansive (vs. specialized) managerial style affects firms' innovative ability, capacity, and efficiency…

Abstract

This chapter investigates whether core competence of managers and their expansive (vs. specialized) managerial style affects firms' innovative ability, capacity, and efficiency. Using exogenous CEO departures as a natural experiment, it establishes a causal link between managerial capability and innovation. Importantly, it reveals that firms with talented managers receive significantly more nonself citations; make significantly lower self-citations and lesser citations to the others, indicating novel and explorative innovation achievements. Also, managers with higher general (specialized) ability are cited more (less) by patents from a wider range of fields. Lastly, career concern is identified as a mechanism linking higher ability and innovation.

Details

Empirical Research in Banking and Corporate Finance
Type: Book
ISBN: 978-1-78973-397-6

Keywords

Open Access
Article
Publication date: 25 July 2022

Tim Heubeck and Reinhard Meckl

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long…

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Abstract

Purpose

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cognition – as a direct antecedent to digital firms' innovativeness.

Design/methodology/approach

The study draws on survey data from German Industry 4.0 manufacturing firms, which were analyzed using regression analysis.

Findings

The results confirm managers' dynamic capabilities as facilitators of innovation. In contrast to previous research on nondigital industries, the findings demonstrate that only the complete portfolio of managers' dynamic capabilities promotes innovativeness in digital firms. The study provides evidence for the importance of dynamic managerial capabilities in the digital economy yet contradicts previous research on nondigital industries related to the advantageousness of managers' human capital, social capital, and cognition for innovation.

Originality/value

The study contributes to the literature by being the first to holistically test the effects of dynamic managerial capabilities on innovation in digital firms. The results offer a nuanced account of managers' dynamic capabilities, thereby expanding dynamic managerial capabilities theory to the digital economy.

Details

European Journal of Innovation Management, vol. 25 no. 6
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 24 September 2020

Kashif Ullah Khan, Fouzia Atlas, Usman Ghani, Sadia Akhtar and Farhan Khan

The purpose of this paper is to examine the important role of intangible resources under resource based view (RBV) such as dominant logic (information filter and…

1651

Abstract

Purpose

The purpose of this paper is to examine the important role of intangible resources under resource based view (RBV) such as dominant logic (information filter and learning/routines) and dynamic managerial capabilities (managerial human capital, HC; social capital, SC and managerial cognition, MC) in small and medium sized enterprises (SMEs) innovation performance in Hefei, Anhui province China.

Design/methodology/approach

An empirical study was conducted while distributing 498 questionnaires among different SMEs in Hefei, of which around 429 responses were received. Structural equation modeling (SEM) was employed to test the proposed hypotheses.

Findings

This research study is an endeavor to fill the missing link in the existing literature, and empirical analysis of this research supports all the hypotheses confirming that dominant logic and dynamic managerial capabilities are valuable intangible resources and positively and significantly influence the SMEs innovation performance. Results also indicate that managerial human capital, social capital and managerial cognition (dynamic managerial capabilities) play a significant mediating role between dominant logic and SMEs innovation performance.

Research limitations/implications

The findings suggest that those SMEs which are lacking tangible resources should build and nurture their top management capabilities and dominant logic and SMEs effectively utilizing these intangible resources can enhance their innovation performance.

Practical implications

The findings suggest that SMEs lacking tangible resources should build and nurture their top management capabilities and dominant logic and SMEs effectively utilizing these intangible resources can enhance their innovation performance.

Originality/value

This paper argues theoretically (under RBV and dynamic capabilities view-DCV) and demonstrates empirically that in an emerging economy, i.e. China characterized by highly volatile, dynamic and uncertain competitive environments, SMEs lack tangible resources; therefore, intangible resources (e.g. dominant logic-DL and dynamic managerial capabilities-DMC) are vital for SMEs innovation performance and competitive advantage.

Details

European Journal of Innovation Management, vol. 24 no. 5
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 6 May 2014

M. Muzamil Naqshbandi and Sharan Kaur

Research investigating the role of factors affecting open innovation remains scarce. The purpose of this paper is to examine the role of managerial ties in facilitating the two…

1186

Abstract

Purpose

Research investigating the role of factors affecting open innovation remains scarce. The purpose of this paper is to examine the role of managerial ties in facilitating the two types of open innovation – in-bound and out-bound.

Design/methodology/approach

Data are collected using the questionnaire survey method from 339 middle and top managers working in four high-tech industries in Malaysia.

Findings

Results show that in most high-tech industries in Malaysia, managerial ties with universities and with government officials facilitate in-bound open innovation, while ties with managers at other firms do not significantly relate to it in any high-tech industry. Further, managerial ties are not found to relate significantly to out-bound open innovation in any high-tech industry except in the aerospace and electronics industries wherein ties with government officials relate negatively and positively to out-bound innovation, respectively.

Practical implications

This study provides empirical evidence about the managerial ties practitioners should and should not forge to succeed in the open innovation paradigm.

Originality/value

This study is probably the only study so far that gauges the impact of managerial ties on open innovation. The results of this study fill a major gap in the current open innovation theory besides providing insights for practitioners.

Details

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

Keywords

Article
Publication date: 3 June 2021

Eugenie Byukusenge, John C. Munene and Laura A. Orobia

The purpose of this study is to examine the mediating effect of innovation on the relationship between managerial competencies and business performance of small and medium…

Abstract

Purpose

The purpose of this study is to examine the mediating effect of innovation on the relationship between managerial competencies and business performance of small and medium enterprises (SMEs) in Rwanda.

Design/methodology/approach

A cross-sectional survey and quantitative methodological approach were used to collect the data. The bootstrap method was used to test mediation effects.

Findings

The findings revealed that innovation is a significant mediator in the association between managerial competencies and business performance. This study, therefore, adds new knowledge by stating that innovation toward business performance is a partial mediator in the relationship between managerial competencies and business performance of SMEs in Rwanda.

Research limitations/implications

Only a single research methodological approach was used. Qualitative studies through interviews could be undertaken to triangulate. Furthermore, the findings from the present study are cross-sectional. Longitudinal studies ought to be undertaken to examine the mediation effects studied to investigate any possibility of variations in the results.

Practical implications

The results may help owners-managers of SMEs to develop policies and strategies that could enable them to take advantage of new opportunities in relation to updated technology and cope with changes that may take place in the business environment to boost their business performance level.

Originality/value

To the authors’ knowledge, no research has ever been carried out on the mediating role of innovation in the relationship between managerial competencies and business performance of SMEs in Rwanda.

Details

International Journal of Law and Management, vol. 63 no. 5
Type: Research Article
ISSN: 1754-243X

Keywords

Article
Publication date: 29 May 2018

Pasi Aaltola

This paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of managerial

5214

Abstract

Purpose

This paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of managerial work, aiming to outline what managers consider as essential elements of management control in these often iterative and learning-intensive developmental activities.

Design/methodology/approach

The study is based on the views of 20 managers engaged in strategic development and its control in various organisations. The interview data consist of the respondents’ experiences and project cases involving non-technological innovations. Qualitative content analysis is used to identify three key concepts of management control of business model and managerial innovations.

Findings

The findings suggest that with managerial and business model innovation, appropriate management control could be established by aligning the innovation being developed with the strategic story of the organisation, leveraging co-creational projects and experimentation with close customer contact.

Research limitations/implications

The focus of this qualitative research is on building an initial framework. Future research could expand understanding of managerial work and accounting by examining this study’s outcomes in more practical detail in various contexts.

Practical implications

The findings of this study lead managers and researchers to consider management control of non-technological innovations as an enabling system supporting successful innovations.

Originality/value

This study adds a unique perspective to the literature by conceptualising and offering managerial implications for management control in the context of strategic development of non-technological innovations.

Details

Qualitative Research in Accounting & Management, vol. 15 no. 2
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 17 October 2022

Chandrasekararao Seepana, Antony Paulraj and Palie Smart

While the performance benefits of relational resources and managerial ambidexterity have been widely discussed in coopetition literature, there is only limited evidence that…

Abstract

Purpose

While the performance benefits of relational resources and managerial ambidexterity have been widely discussed in coopetition literature, there is only limited evidence that illustrates the underlying relationships between these relational resources and managerial ambidexterity. Against this background, this paper aims to investigate how managerial ambidexterity moderates the innovation ambidexterity effects of relational resources (i.e. reciprocal investments and complementary resources).

Design/methodology/approach

This study forwards various hypotheses that are grounded within the theoretical tenets of the relational view and the dynamic capabilities perspective. To test the hypotheses, this study uses survey data provided by 313 firms that pursue horizontal coopetition relationships.

Findings

The research findings offer important insights in that while reciprocal investments lead to innovation ambidexterity, complementary resources do not result in such benefits. Additionally, managerial ambidexterity complements the relational resources to develop innovation ambidexterity if and only if both managerial exploration and exploitation are applied simultaneously.

Originality/value

As opposed to widely-held beliefs, this study finds that firms' use of complementary resources is not likely to lead to innovation ambidexterity even though such resources can help in developing strong relationships. In addition, although often overlooked, managerial ambidexterity plays a vital role in transforming relational resources into useful innovations for firms involved in coopetition relationships. It is crucial for firms that their managers balance their ambidextrous activities of exploration and exploitation so as to develop innovation ambidexterity.

Details

International Journal of Operations & Production Management, vol. 42 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 25 May 2022

Mengjun Huo and Chao Li

The aim of this paper is to explore the specific relationship between managerial power and enterprise innovation performance. Combined with managerial power theory and stewardship…

Abstract

Purpose

The aim of this paper is to explore the specific relationship between managerial power and enterprise innovation performance. Combined with managerial power theory and stewardship theory, financing constraints and strategic orientation, including, strategic market orientation and strategic technology orientation are included in the analysis framework to test how managerial power influences enterprise innovation performance in detail from the perspective of enterprise internal influence mechanisms.

Design/methodology/approach

Based on the A-share listed companies in Shanghai and Shenzhen covering the period from 2001 to 2017, this paper uses the ordinary least square method (OLS) to explore how managerial power affects enterprise innovation performance.

Findings

The results show that managerial power has a positive impact on enterprise innovation performance. Furthermore, the authors find that financing constraints, strategic market orientation and strategic technology orientation all have partial mediating effects in the relationship between managerial power and enterprise innovation performance.

Originality/value

This paper verifies the application of managerial power theory and stewardship theory in the relationship between managerial power and enterprise innovation performance in Chinese A-share listed companies, contributing to the literature on enterprise innovation. Moreover, by introducing the mediating mechanisms of financing constraints, strategic market orientation and strategic technology orientation, this paper builds an effective path for in-depth study to analyze how managerial power influences enterprise innovation performance and finds ways to improve enterprise innovation performance from the inside view of the enterprise.

Article
Publication date: 4 November 2022

Sam Zisuh Njinyah, Sally Jones, Ali Alsiehemy and Bader Aldawaish

Access to finance and corruption are two major institutional obstacles hindering firm innovation in Africa whose implication on the fit between managerial characteristics and firm…

Abstract

Purpose

Access to finance and corruption are two major institutional obstacles hindering firm innovation in Africa whose implication on the fit between managerial characteristics and firm innovation has not been examined. The purpose of this paper is to examine whether firms may want to hire managers with a good fit when faced with institutional constraints and the authors suggest managerial level of education and experience within an industry could play a vital role in helping such firms innovate.

Design/methodology/approach

Secondary data was obtained from the World Bank Enterprise Survey on 17 African countries and a series of hierarchical regression analyses were conducted to achieve the aim of the research.

Findings

The findings show that while managers with primary and secondary education had a negative relationship with firm innovation (product and process), managers with a university degree had a positive relationship. This relationship was also confirmed when the authors’ split the full sample into two sub-samples (the firms that are institutionally constrained by access to finance and corruption) and therefore confirm the institutional implications of managers fit for firm’s innovation.

Originality/value

While research on the effect of management characteristics on firm innovation has focused more on large firms and mostly from developed economies testing both direct and mediation effects, little research exists as to whether the institutional obstacles faced by small firms could influence the type of managers required to drive their innovation.

Details

Management Research Review, vol. 46 no. 7
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 11 October 2021

Bo Tian, Zizhao Wang, Chunhao Li and Jiaxin Fu

According to relational contract theory, relational governance has potential to improve public-private partnership (PPP) infrastructure project sustainability. The main purpose of…

Abstract

Purpose

According to relational contract theory, relational governance has potential to improve public-private partnership (PPP) infrastructure project sustainability. The main purpose of this research is to investigate the association between relational governance and the sustainability of PPP infrastructure projects. Further, this study examines the mediating effect of managerial innovation and the moderating role of public involvement.

Design/methodology/approach

Research data were collected from 158 valid questionnaires completed by Chinese PPP professionals. Structural equation modeling (SEM) was then employed to test five hypotheses.

Findings

Results indicate a positive correlation between relational governance and PPP infrastructure project sustainability. This linkage is regulated by public involvement. In addition, managerial innovation plays a mediating role between relational governance and the sustainability of PPP infrastructure projects.

Originality/value

This study verifies the relationship between relational governance and PPP infrastructure project sustainability, as well as intermediary and regulatory factors, providing a new approach to achieving sustainability in PPP infrastructure projects.

Details

Engineering, Construction and Architectural Management, vol. 30 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

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