Research Framework of Leadership Behavior and Team Innovation Performance

The purpose of this paper is to provide a more realistic competitive advantage concept in order to investigate the impact of an innovative mindset, behaviour and performance on Halal SME’s competitive advantage in the context of a challenging worldwide Halal’s market. This study uses an constant methodology by outlining, analysing, arranging, and focusing the current state of the literature and proposes a research framework which assist in overcoming the restraints encountered in previous empirical research. The use of an innovative mindset and behaviour enables the researchers to provide a great explanation of a innovative performance and its relationship to competitive advantage. This study seeks to contribute to the practice of competitiveness of Halal SMEs area of research. Specifically, this study emphasises that Halal SMEs owner-managers should have innovative mindsets that can stimulate innovative behaviour and which can be translated into innovation performance and subsequently competitive advantage.

Download Full-text

Product innovation processes and the trade-off between product innovation performance and business performance

European Journal of Innovation Management ◽

10.1108/ejim-04-2013-0034 ◽

2014 ◽

Vol 17 (1) ◽

pp. 61-84 ◽

Cited By ~ 25

Author(s):

Hans Löfsten

Keyword(s):

Product Innovation ◽

Business Performance ◽

Life Cycles ◽

Innovation Performance ◽

Innovation Activity ◽

Data Set ◽

Trade Off ◽

Content Type ◽

Research Framework ◽

Innovation Processes

Purpose – This paper is concerned with the management and organization of product innovation processes, and how innovation performance relates to business performance. The underlying rationale is that encouraging firms to innovate will lead to a better business performance. Design/methodology/approach – This study leverages a data set of 99 medium-sized technology firms in Sweden. The first part of the analysis in this study aims at finding determinants of product innovation processes, and the second part is the analysis and trade-off between innovation performance and business performance. First, a research framework is developed in which the link between strategic dimensions, process dimensions and organizational dimensions of product innovation activity and product innovation performance is tested. Second, the research framework tests the relationship between innovation performance and business performance (sales and profitability). Findings – Product innovation performance (patent) is affected by seven variables of the 14 variables that represent product innovation processes. Product innovation performance is not affected by firm size, firm age, branch and product life cycles and, in the regression model, all three innovation performance variables (patents, copyrights and licenses) have a positive effect on the firm's sales, but there were no connections to the firm's profitability. Originality/value – The main implication of the study is the idea supporting a multi-aspects approach to the product innovation processes and performance since product innovation process dimensions (variables used in the study) have only partial influence on innovation-/business performance.

Download Full-text

Ambidextrous leadership and team innovation

Leadership & Organization Development Journal ◽

10.1108/lodj-11-2012-0141 ◽

2015 ◽

Vol 36 (1) ◽

pp. 54-68 ◽

Cited By ~ 87

Author(s):

Hannes Zacher ◽

Kathrin Rosing

Keyword(s):

Transformational Leadership ◽

Leadership Behaviors ◽

Leadership Behavior ◽

Well Being ◽

Small Sample ◽

Team Leaders ◽

Content Type ◽

Team Innovation ◽

Opening And Closing ◽

Ambidextrous Leadership

Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

Download Full-text