scholarly journals Uncovering the role of cross-border strategic alliances and expertise decision centralization in enhancing product-service innovation in MMNEs

2018 ◽  
Vol 27 (4) ◽  
pp. 814-825 ◽  
Author(s):  
Ferran Vendrell-Herrero ◽  
Emanuel Gomes ◽  
Oscar F. Bustinza ◽  
Kamel Mellahi
Keyword(s):  
Strategic Alliances ◽  
Service Innovation ◽  
Cross Border ◽  
Product Service

EMERGING WITH ALLIES: THE ROLE OF TOP MANAGEMENT STRATEGIC CONGRUENCE IN THE CREATION OF INTER-FIRM RELATIONSHIPS

2004 ◽  
Vol 12 (01) ◽  
pp. 35-53 ◽  
Author(s):  
JILL KICKUL ◽  
ELIZABETH BELGIO ◽  
MATT GREEN
Keyword(s):  
Strategic Planning ◽  
Strategic Alliances ◽  
Core Competencies ◽  
Entrepreneurial Firms ◽  
Technology Infrastructure ◽  
Operational Effectiveness ◽  
Product Service ◽  
Internal Core ◽  
Entrepreneurial Growth

As new and enabling technologies allow for the opening of market and resource opportunities in many industries, the importance of building and developing inter-firm alliances has become a business necessity. Entrepreneurial firms that are able to define their internal core competencies and strategies as well as work side-by-side with complementary partners may be able to exploit many of the opportunities existing in the marketplace. Moreover, those firms able to continuously improve their businesses and competencies as well as their alliance structure will also be at an advantage in meeting the next new opportunity. The purpose of this paper is to examine the value realized from strategic alliances in terms of product/service innovations, future strategic planning, and technology infrastructure advantages. By utilizing strategic alliances, entrepreneurial growth in terms of external capabilities as well as operational effectiveness may be realized.

scholarly journals Product-service innovation and performance: the role of collaborative partnerships and R&D intensity

2017 ◽  
Vol 49 (1) ◽  
pp. 33-45 ◽  
Author(s):  
Oscar F. Bustinza ◽  
Emanuel Gomes ◽  
Ferran Vendrell-Herrero ◽  
Tim Baines
Keyword(s):  
Service Innovation ◽  
Collaborative Partnerships ◽  
Product Service ◽  
And Performance

Role of Knowledge Infrastructure Capabilities in Product/Service Innovation

2021 ◽  
pp. 2150023
Author(s):  
Taghrid Suifan ◽  
Salah Alhyari ◽  
Ramiz Qandah
Keyword(s):  
Emotional Intelligence ◽  
Dynamic Capabilities ◽  
Service Innovation ◽  
Complex Nature ◽  
Knowledge Based ◽  
Innovation Culture ◽  
Knowledge Infrastructure ◽  
Product Service ◽  
Positive Direct

This research explores the direct and indirect effects of knowledge infrastructure capabilities in creating product/service innovation in small entrepreneurial companies in Jordan. The mediating effects of knowledge-based dynamic capabilities and moderating role of innovation culture and emotional intelligence are also investigated. To this end, questionnaire surveys were developed and administered to employees and managers of 29 small entrepreneurial companies, resulting in 202 respondents. Validation and reliability analyses were performed followed by structural equation modelling for hypotheses testing. The results demonstrated the positive direct effect of knowledge infrastructure capabilities on creating product/service innovation. The indirect effect was confirmed as knowledge-based dynamic capabilities partially mediated the link between knowledge infrastructure capabilities and product/service innovation, and this relationship was moderated by innovation culture and emotional intelligence. This research highlights that the innovation culture and emotional intelligence encourage and sustain employee actions. This moderating influence can help better understand the complex nature of product/service innovation. Moreover, the variables used in this study have been thoroughly examined in developed countries, application of this model is deemed appropriate in developing countries such as Jordan to provide empirical evidence from a non-Western perspective.

Human resource management executive presence in top management

2016 ◽  
Vol 24 (5) ◽  
pp. 985-1001 ◽  
Author(s):  
Christopher R. Reutzel ◽  
Carrie A. Belsito ◽  
Jamie D. Collins
Keyword(s):  
Human Resource ◽  
Service Innovation ◽  
Job Demands ◽  
Top Management ◽  
Content Type ◽  
Job Demand ◽  
Functional Representation ◽  
Product Service ◽  
Study Results

Purpose This study aims to draw upon research from strategic human resource management (HRM) and strategic management to examine how HRM demands influence the likelihood that chief executive officers (CEOs) will staff top management with a human resource (HR) executive. Design/methodology/approach The theory and hypotheses developed in this study are tested on a sample of US initial public offering firms from the calendar year 2007, using logistic regression. Findings The results of hypothesis tests suggest that HR executive presence in top management is positively related to the HRM demands faced by a CEO stemming from product/service innovation strategies, the number of HRs employed by the firm and CEO’s financial orientation. Research limitations/implications The results of this study may not generalize to other settings. This study does not simultaneously consider the role of other structural forms which may increase or reduce the degree of HRM demands faced by the CEO. This study extends prior research on executive job demands by expanding the understanding of factors which give rise to HRM sources of executive job demands. Study results suggest that CEOs with financial orientations are more likely to staff their top management teams with an HR executive, which suggests that in the face of executive job demands stemming from a particular functional area, CEOs delegate responsibility for that function to another member of top management. This finding suggests that CEOs can, and in fact do, recognize the limitations engendered by their experiences and that when confronted with a specific type of executive job demand that does not align with their expertise, they take steps to address their individual limitations by appointing others that are more capable of addressing the particular source of executive job demand. Practical implications Study results suggest that product/service innovation strategies, CEO’s financial background and the number of HRs employed by the firm increase the likelihood of HR functional representation in top management. Originality/value The theory and results of this study extend the focus of extant research on factors giving rise to HRM’s functional representation in top management. Although prior research has emphasized the role of ownership characteristics and risk preferences in the adoption of this structural form, this study examines the role of CEO HRM demands. This approach allows for the integration of the upper echelons theory with the strategic HRM literature and provides an empirical examination of CEO job demands arising from the HRM function.

scholarly journals Service Innovation in Public Sector : A Case Study on PT. Kereta Api Indonesia

2013 ◽  
Vol 4 (7) ◽  
pp. 308-315 ◽  
Author(s):  
Grisna Anggadwita
Keyword(s):  
Public Transportation ◽  
Product Innovation ◽  
Success Factors ◽  
Innovation Management ◽  
Market Competition ◽  
Service Innovation ◽  
Organization Culture ◽  
Structured Interviews ◽  
Product Service

Innovation is an important key for an organization to win the market competition, both in aspects of organization, culture, and business to produce an excellence service and product. Service innovation has been developed to respond quickly the demand of society that increasingly aware of the importance of quality service. PT. Kereta Api Indonesia (KAI) as one of the Indonesian state-owned companies engaged in public transportation made a breakthrough by launching a service product innovation, purchasing system of train tickets and new trains. This paper analyzes the types of service product innovation, success factors of innovation, and explore the barriers of innovation. This study used qualitative methods based on review of the innovation management literature and semi-structured interviews. The role of leadership has an important influence in shaping the behavior of the organization. These organizational learning concepts are used to gain a dynamic of service innovation, it suggests that the company should still perform improvement processes in developing service innovation to meet the challenges faced.

TERRITORIAL COHESION POLICY IN THE CONTEXT OF EU REGIONAL SECURITY

2019 ◽  
Vol 18 (Vol 18, No 4 (2019)) ◽  
pp. 439-453
Author(s):  
Ihor LISHCHYNSKYY
Keyword(s):  
European Union ◽  
Sustainable Development ◽  
Regional Security ◽  
The European Union ◽  
Cohesion Policy ◽  
Cross Border ◽  
Territorial Cohesion ◽  
Interregional Cooperation ◽  
The Eu

The article is devoted to the study of the implementation of territorial cohesion policy in the European Union in order to achieve a secure regional coexistence. In particular, the regulatory and institutional origins of territorial cohesion policy in the EU are considered. The evolution of ontological models of cohesion policy has been outlined. Specifically, the emphasis is placed on the key objective of political geography – effectively combining the need for "territorialization" and the growing importance of networking. The role of urbanization processes in the context of cohesion policy is highlighted. Cross-border dimensions of cohesion policy in the context of interregional cooperation are explored. Particular emphasis is placed on the features of integrated sustainable development strategies.

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