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1 – 10 of over 69000Bill 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.
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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…
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.
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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…
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.
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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…
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.
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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.
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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…
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.
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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.
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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.
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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.
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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.
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