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Article
Publication date: 18 September 2017

Tharnpas Sattayaraksa and Sakun Boon-itt

The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the…

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Abstract

Purpose

The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the mechanism between CEO transformational leadership and product innovation performance, to understand the process through which transformational CEOs exert their influence.

Design/methodology/approach

This study is a quantitative research. Data were collected from 269 manufacturing firms in Thailand through a mail survey. This research applied a two-step structural equation modeling process.

Findings

The results indicate that CEO transformational leadership indirectly affects product innovation performance through an innovation culture, organizational learning, and the new product development (NPD) process. CEO transformational leadership has a strong effect on innovation culture and organizational learning. Organizational learning is strongly associated with the NPD process, which significantly leads to product innovation performance. By integrating the knowledge of leadership and operations management fields, this study helps extend the understanding of how leaders at the top of an organization influence the NPD process and product innovation outcomes.

Practical implications

For practical implications to be more effective, CEOs focusing on product innovation should develop their skills and behaviors of transformational leadership to foster innovation culture and organizational learning, which in turn will affect product innovation performance.

Originality/value

This study makes a contribution to the literature by filling the research gaps proposed by several prior studies and offering a theoretical framework of the relationship between CEO transformational leadership and product innovation performance.

Details

European Journal of Innovation Management, vol. 21 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 14 June 2015

Sattayaraksa Tharnpas and Boon-itt Sakun

The purpose of this study is to provide a scale development process, in order to preliminarily address the reliability and validity of CEO transformational leadership, some key…

Abstract

The purpose of this study is to provide a scale development process, in order to preliminarily address the reliability and validity of CEO transformational leadership, some key organizational factors, and product innovation performance constructs. Data for this study were collected from 264 manufacturing firms in Thailand. The measurement scales were pre-assessed using the Q-sort method, and exploratory factor analysis (EFA) was also conducted to assess the construct reliability and validity. This research established a theoretical framework of CEO transformational leadership, organizational factors including innovation strategy, organizational learning, innovation culture, new product development process, and product innovation performance. Q-sort technique and EFA can help improve the content validity and the construct validity of CEO transformational leadership, some key organizational factors, and product innovation performance. This study provided the initial developmental steps toward the building of a theoretical framework and scale measurement to allow better understanding of the constructs based on the context of firms in Thailand. This will allow researchers to bring new insights when exploring these constructs under differing operational conditions. The findings address additional steps required towards improved methodological aspects in terms of how to pre-validate and develop a measurement scale in various constructs within alternative domains.

Details

International Journal of Innovation Science, vol. 7 no. 2
Type: Research Article
ISSN: 1757-2223

Article
Publication date: 1 August 2016

Tharnpas Sattayaraksa and Sakun Boon-itt

The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and…

4640

Abstract

Purpose

The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture.

Design/methodology/approach

A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships.

Findings

CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process.

Practical implications

Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture.

Originality/value

The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.

Details

Leadership & Organization Development Journal, vol. 37 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 14 June 2015

Abstract

Details

International Journal of Innovation Science, vol. 7 no. 2
Type: Research Article
ISSN: 1757-2223

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