The relationship between organisational innovativeness (OI) and company performance has been studied extensively, and the associations found have mostly been positive…
The relationship between organisational innovativeness (OI) and company performance has been studied extensively, and the associations found have mostly been positive. However, as OI is a multidimensional concept, more nuanced research is needed to identify which dimensions of innovativeness companies should focus on. The purpose of this paper is to longitudinally investigate the links between dimensions of OI and company financial performance, based on a sample of Finnish and Estonian pharmaceutical biotechnology companies.
Interviews inquiring about OI were conducted in 26 biotechnology companies and then their performance was measured over three subsequent years using objective financial data. Due to limited sample size, qualitative comparative analysis is employed in addition to non-parametric statistical tests.
Overall, OI did not decisively influence financial performance in the studied sector. There were, however, dimensions related to human resource policies that appeared to have more potential to positively impact financial performance, whereas the strategic dimension was actually aversive to certain performance indicators.
The study limitations are a small sample, possible managerial bias in the assessment of OI, and focus on financial measures only.
The study demonstrates that OI is a multidimensional construct and not all dimensions play an equal role in financial performance. Innovation-supportive human resource policies and strategic flexibility contributes to financial performance in the pharmaceutical biotechnology sector.
The contribution of the study is the analysis of a specific sector with a longitudinal approach by bridging quantitative and qualitative approach.
The purpose of this paper is to investigate what kind of leadership young innovative people prefer and whether their level of innovativeness has an influence on those…
The purpose of this paper is to investigate what kind of leadership young innovative people prefer and whether their level of innovativeness has an influence on those leadership preferences. It also asks specifically whether some leadership behaviours are preferred over others by young innovators, by comparing that group’s preferences to those of the majority of young people and an outlier group labelled laggards. Leadership preferences are studied in the context of transformational leadership covering transformational leadership, transactional leadership (including passive and active management by exception), rewarding, laissez-faire and authoritative leadership styles.
In total, 297 Finnish university students completed a voluntary leadership behaviour questionnaire and an innovativeness scale. A non-parametric independent samples median test was run to determine if there were differences in the leadership preference score between the innovativeness level groups.
Results indicate that the level of innovativeness influences leadership preferences. Receiving intellectual stimulation from their leader is more important to young innovators than it is to their peers but the former are also less comfortable with active management by exception.
Young innovators leadership preferences have not been studied. Harnessing the full power of this important talent pool is central to the future competitiveness of organizations and nations. This study intends to prompt discussion and studies on how to lead young innovators given their preferences.