Organizational innovation, internal R&D and externally sourced innovation practices: Effects on technological innovation outcomes

2018 ◽  
Vol 91 ◽  
pp. 233-247 ◽  
Author(s):  
Paula Anzola-Román ◽  
Cristina Bayona-Sáez ◽  
Teresa García-Marco
Keyword(s):  
Technological Innovation ◽  
Organizational Innovation ◽  
Innovation Practices ◽  
Innovation Outcomes

scholarly journals Assessing Firm Readiness to Adopt Cluster-Based Innovative Projects: A Segmentation Analysis

2022 ◽  
Vol 14 (2) ◽  
pp. 947
Author(s):  
Kaoutar Jamai ◽  
Ali Abidar ◽  
Hans De Steur ◽  
Xavier Gellynck
Keyword(s):  
Organizational Innovation ◽  
Three Dimensions ◽  
Food Sector ◽  
Segmentation Analysis ◽  
Determining Factors ◽  
Segmentation Approach ◽  
Readiness To Adopt ◽  
Innovation Practices ◽  
Medium Firms ◽  
Organizational Preparedness

As innovation has garnered substantial attention on corporate success and sustainability, organizations must evaluate internal contexts to determine potential innovative practices and benefits. Firms need to investigate the determining factors of innovation preparedness as organizational innovation practices are catalyzed through internal elements. This study evaluates small and medium firms’ readiness to adopt and execute collaborative innovative projects within a future cluster and its impacts on organizational advantages, intentions, and attributes. Thereby, three dimensions were considered in examining organizational preparedness, namely, climate, culture, and motivation. A total of 70 firms operating in the labeled agri-food sector in Morocco were interviewed and homogenously classified using integrated hierarchical and non-hierarchical algorithms, following a segmentation approach. Three segments were identified, stressing the degree of organizational readiness to undertake innovative projects within future service clusters. The segments varied according to the firm’s sub-sector, experience, and resources. Considering the association of readiness with benefits and practical aims, the results broaden firm preparedness understanding to adopt innovative projects. The results also illustrate the relevance of adapting both innovative and beneficial project arrangements for firms with minor to moderate experience while addressing current issues across different segments.

An Intellectual Capital-Based View of Technological Innovation

2010 ◽  
pp. 166-193 ◽  
Author(s):  
Miriam Delgado-Verde ◽  
Jorge Cruz-González
Keyword(s):  
Technological Innovation ◽  
Intellectual Capital ◽  
Organizational Innovation ◽  
Incremental Innovation ◽  
Knowledge Resources ◽  
General Terms ◽  
Innovation Product ◽  
Productive Factor ◽  
Technological Capital ◽  
The Relationship

The growing importance of knowledge as a key productive factor in today’s society requires a change in thinking about innovation in general terms as well as in specific terms, such as technological innovation, product innovation and organizational innovation (Nonaka, 1994). Also, companies are aware that knowledge is the most valuable and strategic resource to face the current environment (Chen et al., 2004). In this sense, intellectual capital is increasingly interesting to companies that get their benefits through innovation and knowledge. For this reason, it is important to study the relationship between intellectual capital and innovation (Edvinsson and Sullivan, 1996). In fact, it is widely accepted that an organization capability to innovate is closely tied to it is intellectual capital, or its ability to utilize its knowledge resources (Subramaniam and Youndt, 2005). So, this research proposes a theoretical model to identify and classify the different elements of intellectual capital (human capital, organizational capital, technological capital, relational capital and social capital) as a source of various types of technological innovation (product, process, radical and incremental innovation), analyzing the relationship between each of those components and the four types of innovation.

Open Innovation

2021 ◽  
pp. 42-75
Author(s):  
Hakikur Rahman
Keyword(s):  
Business Model ◽  
Technological Innovation ◽  
Open Innovation ◽  
Organizational Innovation ◽  
Service Innovation ◽  
Innovation Process ◽  
Disruptive Innovation ◽  
Business Model Innovation ◽  
Contemporary World ◽  
Operational Management

While talking about successful entrepreneurship and value addition within an enterprise through innovation, one could comprehend that the innovation paradigm has been shifted from simple introduction of new thoughts and products to accumulation of diversified actions, actors, and agents along the process. Furthermore, when the innovation process is not being constrained within the closed nature of it, the process takes many forms during its evolution. Innovations have been seen as closed innovation or open innovation, depending on its nature of action, but contemporary world may have seen many forms of innovation, such as technological innovation, products/service innovation, process/production innovation, operational/management/organizational innovation, business model innovation, or disruptive innovation, though often they are robustly interrelated.

Organizational Learning and Technological Innovation Practices

2020 ◽  
pp. 69-102
Author(s):  
Zhimin Wang ◽  
Kwek Choon Ling
Keyword(s):  
Organizational Learning ◽  
Technological Innovation ◽  
Positive Relationship ◽  
Sem Analysis ◽  
Manufacturing Industries ◽  
Outcome Expectation ◽  
Complex Solutions ◽  
Innovation Practices

This chapter investigates the relationships among organizational learning, knowledge donation, knowledge collection, and technological innovation practices. The collected data based on a total of 157 managers from the manufacturing industries will be evaluated by applying the PLS-SEM and fsQCA. The empirical outcomes based on PLS-SEM analysis demonstrate that organizational learning positively impacts knowledge donation and knowledge collection. This chapter confirms that both knowledge donation and knowledge collection act as mediators in mediating the positive relationship between organizational learning and technological innovation practices. The fsQCA results indicated that the conditional support for the proposed antecedent and outcome expectation of knowledge donation and knowledge collection are organizational learning and technological innovation practices. The findings of fsQCA analysis show that the complex solutions with three combinations of organizational learning, knowledge donation, and knowledge collection sufficiently explain the technological innovation practices.

Drivers of perceived market and eco-performance in the foodservice industry

2018 ◽  
Vol 30 (2) ◽  
pp. 720-739 ◽  
Author(s):  
Min-Seong Kim ◽  
Brijesh Thapa ◽  
Stephen Holland
Keyword(s):  
Technological Innovation ◽  
Organizational Innovation ◽  
Competitive Advantages ◽  
Content Type ◽  
Environmental Marketing ◽  
Confirmatory Factor ◽  
Marketing Activities ◽  
Foodservice Industry ◽  
Corporate Social ◽  
High Degree

Purpose To foster environmental and sustainable practices, foodservice enterprises should exhibit a high degree of corporate social responsibility (CSR), ecological consciousness and innovation in green initiatives. This study examines the influences of CSR practices (i.e. economic, legal, ethical and philanthropic), environmental marketing activities (i.e. strategic and tactical) and innovation (i.e.technological and organizational) as drivers of market and eco-performance in the foodservice industry. Design/methodology/approach Based on an established framework of CSR, environmental marketing and innovation, an exploratory conceptual model was formulated and empirically assessed. Survey data were collected from representatives of the Korean foodservice franchise industry. Data analysis consisted of frequency analysis, reliability analysis, confirmatory factor analysis, correlation analysis and path analysis. Findings Market performance was influenced by tactical environmental marketing, as well as technological and organizational innovation. Eco-performance was affected by tactical environmental marketing and technological innovation. However, technological innovation and organizational innovation were influenced by tactical environmental marketing, but were not significantly affected by strategic environmental marketing. Additionally, strategic environmental marketing was influenced by economic, legal, ethical and philanthropic CSR. Last, tactical environmental marketing was affected by economic, ethical and philanthropic CSR. Practical implications CSR, environmental marketing activities and innovation provide numerous benefits to businesses. Such benefits include enhanced market and eco-performance, both of which create competitive advantages. Originality/value There is a paucity of research on the effects of environmental marketing and innovation on corporate performance in the foodservice industry. The findings provide greater insights into the impacts of CSR, environmental marketing and innovation on corporations’ desired outcomes.

AN EXPLORATORY ASSESSMENT OF THE LINKAGES BETWEEN HRM PRACTICES, ABSORPTIVE CAPACITY, AND INNOVATION IN OUTSOURCING RELATIONSHIPS

2011 ◽  
Vol 15 (02) ◽  
pp. 303-334 ◽  
Author(s):  
MICHAEL R. WEEKS ◽  
STEPHANIE THOMASON
Keyword(s):  
Human Resource ◽  
Absorptive Capacity ◽  
Management Practices ◽  
Organizational Innovation ◽  
Work Group ◽  
Relationship Management ◽  
Management Teams ◽  
Hrm Practices ◽  
The Relationship ◽  
Innovation Outcomes

This paper explores the relationship between innovation outcomes, absorptive capacity and human resource management practices in information technology outsourcing relationships. Previous research has highlighted the need for absorptive capacity to achieve innovation in organizations. Since this absorptive capacity is likely to be embodied within the relationship management teams of both the supplier and client in outsourcing dyads, the human resource practices of the participating firms should have a direct bearing on levels of absorptive capacity and innovation outcomes for the relationships. This research examined four large IT relationships as case studies and presents a model of inter-organizational innovation that shows the necessity of developing the appropriate absorptive capacity to achieve innovation in outsourcing environments. From this model, the research presents three HRM practices that can help develop absorptive capacity to support innovation activities: retention of client employees with firm-specific business process knowledge rather than technical knowledge; minimization of legacy hiring practices for suppliers; and maintaining and optimal work group size for relationship management teams on both the client and supplier sides of the relationship.

When Failure is the Only Option: How Communicative Framing Resources Organizational Innovation

2020 ◽  
pp. 232948842097169
Author(s):  
William Roth Smith ◽  
Jeff Treem ◽  
Brad Love
Keyword(s):  
Organizational Learning ◽  
Organizational Innovation ◽  
Organizational Strategy ◽  
Organizational Success ◽  
Innovation Practices

Innovation is valuable for organizational success, yet it presents contradictions for workers who must choose between pursuing novel courses of action or practicing established strategy. One challenge is that many efforts at innovation are not successful, making workers reluctant to pursue novel projects. In this study, we seek to answer the question: How do individuals responsible for facilitating innovation in organizations communicatively construct and frame failure? Abductive analysis of interviews with 36 professionals in innovation-related roles reveal that these workers communicate in a way that frames the idea of failure in a way that bolsters innovation efforts. This framing is enacted through a variety of language tools, a mindset aligned with the frame, and the development of organizational strategy that communicatively supports this framing. The article argues that innovation failure is resourced via communicative framing as an asset that aids organizational learning. Overall, findings indicate that communication plays a central role in constituting innovation practices and facilitating change in organizations.

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