The antecedents and consequences of product and process innovation strategy implementation in Australian manufacturing firms

2013 ◽  
Vol 52 (15) ◽  
pp. 4424-4439 ◽  
Author(s):  
Jayanth Jayaram ◽  
Adegoke Oke ◽  
Daniel Prajogo
Keyword(s):  
Process Innovation ◽  
Manufacturing Firms ◽  
Strategy Implementation ◽  
Innovation Strategy ◽  
Product And Process Innovation ◽  
Antecedents And Consequences ◽  
Product And Process

scholarly journals Product and process innovation in manufacturing firms: a 30-year bibliometric analysis

2017 ◽  
Vol 113 (2) ◽  
pp. 673-704 ◽  
Author(s):  
Giacomo Marzi ◽  
Marina Dabić ◽  
Tugrul Daim ◽  
Edwin Garces
Keyword(s):  
Bibliometric Analysis ◽  
Process Innovation ◽  
Manufacturing Firms ◽  
Product And Process Innovation ◽  
Product And Process

scholarly journals Innovation and Foreign Ownership

2012 ◽  
Vol 102 (7) ◽  
pp. 3594-3627 ◽  
Author(s):  
Maria Guadalupe ◽  
Olga Kuzmina ◽  
Catherine Thomas
Keyword(s):  
Propensity Score ◽  
Multinational Firms ◽  
Heterogeneous Firms ◽  
Process Innovation ◽  
Manufacturing Firms ◽  
Organizational Practices ◽  
Parent Firm ◽  
Product And Process Innovation ◽  
Endogenous Selection ◽  
Product And Process

This paper uses a rich panel dataset of Spanish manufacturing firms (1990–2006) and a propensity score reweighting estimator to show that multinational firms acquire the most productive domestic firms, which, on acquisition, conduct more product and process innovation (simultaneously adopting new machines and organizational practices) and adopt foreign technologies, leading to higher productivity. We propose a model of endogenous selection and innovation in heterogeneous firms that explains both the observed selection patterns and the innovation decisions. Further, we show in the data that innovation upon acquisition is associated with the increased market scale provided by the parent firm.

Some Aspects about Innovation Strategy of Firms in the Industry

2014 ◽  
Vol 657 ◽  
pp. 1036-1040
Author(s):  
Cristina Fenişer ◽  
Florin Lungu
Keyword(s):  
Organizational Innovation ◽  
Innovation Process ◽  
Process Innovation ◽  
Innovation Strategy ◽  
Marketing Innovation ◽  
Market Expansion ◽  
Innovation Product ◽  
Product And Process Innovation ◽  
Product And Process ◽  
Innovation Processes

The innovation process is a sequence of activities that carry out a company's management to produce new products and services for sale. At the same time, the category of innovation processes includes, market expansion activities, and improvement of: supply functionality, production processes, equipment maintenance, distribution channels, service and, last but not least, the perfectioning of the company's administrative and management activities. In this study we aimed to analyze the innovation strategy of firms in the industry in the county of Alba. As a research method we used a questionnaire-based survey. The data collected were subjected to a quantitative analysis. In specialized literature four types of innovation are conventionally defined : product innovation, process innovation, marketing innovation and organizational innovation. Product and process innovation are closely related to the concept of technological innovation and are the categories covered in this step. From the study's result we can see that innovation is a strategic priority for managers of industry in Alba County. They believe that the most important skills for innovation is the ability to anticipate the market's development, to attact innovative people and to develope new innovative technologies.

Knowledge Acquisition, Knowledge Application, and Innovation Towards the Ability to Adapt to Change

2018 ◽  
Vol 14 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Lejla Turulja ◽  
Nijaz Bajgorić
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Performance ◽  
Process Innovation ◽  
Mediating Effect ◽  
Knowledge Application ◽  
Complex Concept ◽  
Individual Knowledge ◽  
Product And Process Innovation ◽  
Product And Process

The objective of article is to provide important empirical evidence to support the role of individual knowledge management processes and separate innovation types within firms. Specifically, knowledge acquisition and knowledge application are analyzed and empirically tested in relation to product and process innovation as well as business performance. The results support the direct impact of product and process innovation on business performance. In addition, the results show the indirect effect of knowledge acquisition and knowledge application on firm business performance through product and process innovation. Although KM represents a complex concept of knowledge management in a firm and can contain more processes, this article confirms that KM processes individually contribute to the innovation and indirectly on business performance. Besides, it confirms mediating effect of innovation between both knowledge acquisition and knowledge application and organizational business performance. In addition, most of the similar studies have been focused on the developed Western countries.

Cooperation and competition among subsidiaries in a business group: their impacts on innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Donghong Li ◽  
Zhenning Yang ◽  
Pengcheng Ma ◽  
Hang Chen
Keyword(s):  
Business Group ◽  
Ordinary Least Squares ◽  
Process Innovation ◽  
Least Squares Regression ◽  
Content Type ◽  
Cooperation And Competition ◽  
Group Cooperation ◽  
Group Competition ◽  
Product And Process Innovation ◽  
Product And Process

PurposeThe purpose of this paper is to document the relationship between intra-group coopetition and subsidiaries' innovation performance and the moderating impact of the intensity of external competition.Design/methodology/approachData were collected from 75 subsidiaries in China through a questionnaire survey of their R&D and general managers. The total number of individual respondents was 205. We tested our hypothesis by using ordinary least squares regression.FindingsIntra-group cooperation was found to promote a subsidiary's performance in product and process innovation. Intra-group competition was found to have a U-shaped relationship with product and process innovation. Intra-group cooperation strengthens the U-shaped relationship between intra-group competition and process innovation.Research limitations/implicationsThis study involved firms from more than one industry. Studies of specific industries might reach more specific conclusions. And all of the data were self-reported by the managers of the firms concerned. Future studies would be well-advised to consider more objective data describing pairs of parent firms and subsidiaries.Practical implicationsSubsidiaries ought to build their internal networks to cooperate with each other. That can bring significant advantages in terms of information and synergy in innovation. Subsidiaries are also suggested to take full advantage of the opportunities that intra-group competition brings.Originality/valueThis study is the first one to explore coopetition phenomenon in the context of business group. By taking Chinese business group subsidiaries as the research samples, this research not only extends the coopetition research but also reveals that cooperation and competition are co-existed and exert influence in subsidiaries.

Knowledge Acquisition, Knowledge Application, and Innovation Towards the Ability to Adapt to Change

2020 ◽  
pp. 1019-1036
Author(s):  
Lejla Turulja ◽  
Nijaz Bajgorić
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Performance ◽  
Process Innovation ◽  
Mediating Effect ◽  
Knowledge Application ◽  
Complex Concept ◽  
Individual Knowledge ◽  
Product And Process Innovation ◽  
Product And Process

The objective of article is to provide important empirical evidence to support the role of individual knowledge management processes and separate innovation types within firms. Specifically, knowledge acquisition and knowledge application are analyzed and empirically tested in relation to product and process innovation as well as business performance. The results support the direct impact of product and process innovation on business performance. In addition, the results show the indirect effect of knowledge acquisition and knowledge application on firm business performance through product and process innovation. Although KM represents a complex concept of knowledge management in a firm and can contain more processes, this article confirms that KM processes individually contribute to the innovation and indirectly on business performance. Besides, it confirms mediating effect of innovation between both knowledge acquisition and knowledge application and organizational business performance. In addition, most of the similar studies have been focused on the developed Western countries.

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