Technological Innovation research—a structural equation modelling approach

The paper explores the relationship among technological innovation, technological trajectory transition, and firms’ innovation performance. Technological innovation is studied from the perspectives of innovation novelty and innovation openness. Technological trajectory transition is categorized into creative cumulative technological trajectory transition and creative disruptive technological trajectory transition. A structural equation model is developed and tested with data collected by surveying 366 Chinese firms. The results indicate that both innovation novelty and innovation openness positively affects creative cumulative technological trajectory transition as well as creative disruptive technological trajectory transition. Innovation openness and creative disruptive technological trajectory transition both positively affect firms’ innovation performance. However, neither innovation novelty nor creative cumulative technological trajectory transition positively affects firms’ innovation performance. Implications for managers and directions for future studies are discussed.

Technological Innovation Research

The paper explores the relationship among technological innovation, technological trajectory transition, and firms’ innovation performance. Technological innovation is studied from the perspectives of innovation novelty and innovation openness. Technological trajectory transition is categorized into creative cumulative technological trajectory transition and creative disruptive technological trajectory transition. A structural equation model is developed and tested with data collected by surveying 366 Chinese firms. The results indicate that both innovation novelty and innovation openness positively affects creative cumulative technological trajectory transition as well as creative disruptive technological trajectory transition. Innovation openness and creative disruptive technological trajectory transition both positively affect firms’ innovation performance. However, neither innovation novelty nor creative cumulative technological trajectory transition positively affects firms’ innovation performance. Implications for managers and directions for future studies are discussed.

Customer involvement and NPD cost performance: the moderating role of product innovation novelty

Purpose The purpose of this study is to examine the influence of product innovation novelty on the relationship between customer involvement and new product development (NPD) cost performance. Design/methodology/approach The authors use organizational information processing theory and adopt hierarchical regression and slope difference test to assess the relationships between constructs and test the hypotheses. Findings The authors evaluate the concept of product innovation novelty from the perspectives of suppliers and customers and infer that these two types of product innovation novelty exert a moderate effect on the relationship between customer involvement and NPD cost performance. First, product innovation novelty for customers strengthens the positive effects of customer involvement on the NPD cost performance. Second, product innovation novelty for suppliers weakens the positive impact of customer involvement on the NPD cost performance. The authors also find that the interaction between product innovation novelty for suppliers and product innovation novelty for customers weakens the positive impact of customer involvement on NPD cost performance. Originality/value The findings of this study explain the reasons for the controversies surrounding the impact of customer involvement on cost performance and discuss the role of product innovation novelty in customer involvement in NPD process. The results of this study can be used to establish whether customer involvement improves or weakens NPD cost performance and identify the role of product innovation novelty in NPD. The conclusions derived from this study can provide theoretical knowledge and managerial insights for both academicians and corporate professionals.

Environmental Uncertainty and Market Orientation on Business Performance with Innovation as an Intervening Variable: A Survey of Banking Industry in Indonesia

Objective - This causal research is aimed at obtaining information related to the effect of uncertainty environment, market orientation, and innovation in direct and indirect effect on the business performance in a holistic co-alignment perspective. Methodology/Technique - In this research, 90 samples were randomly selected and the data were analysed by path analysis after all variables were put into the correlation matrix. Findings – The results showed that: (1) environment uncertainty has a significant direct effect of the innovation; (2) environment uncertainty has a significant direct effect on the business performance; (3) market orientation has a significant direct effect on the innovation; (4) market orientation doesn't have a significant direct effect on business performance; (5) innovation has a significant direct effect on the business performance; (6) environment uncertainty has a significant indirect effect on the business performance but through the innovation; and (7) market orientation has a significant indirect effect on the business performance but through the innovation. Novelty - Based on those findings, it could be concluded that any change or variation in the business performance was affected by environment uncertainty, market orientation, and innovation.Therefore, to improve variation in the business performance, environment uncertainty, market orientation, and innovation should be put into strategic planning in the banking industry in Indonesia. However, other variables are necessary to be taken into account in the next research. Type of Paper - Empirical Keywords: Environmental Uncertainty; Market Orientation; Business Performance; Innovation. JEL Classification: G21, L15, M31.

Incremental and Radical Service Innovation in Living Labs

Living labs provide a new, under researched form of open innovation. Although open innovation is increasingly popular in service development, extant literature lacks knowledge of different open service innovation strategies, which companies can employ. This chapter focuses on strategies that firms can take in co-creating service innovations through living labs. The authors found nine open service innovation strategies based on an analysis of 26 living labs in four countries. Understanding of strategies and their links with incremental or radical innovation outcomes aid managers to set up an efficient innovation management. Knowledge of various strategies helps companies to succeed in service development and innovation novelty assessment based on the characteristics of the living lab.