Purpose The purpose of this paper is to investigate the relationship between organizational control and innovation. The authors address two questions: “First, does the organizational control have a positive impact on innovation within a franchise network? Second, if such positive relationship exists, how we can explain it?” Design/methodology/approach The study used a survey data of 106 outlets belonging to franchise networks in France, using partial least squares and mobilizing an analysis of mediating effects. Findings Organizational control is positively related to innovation; this positive relationship can be partly explained by the mediating effect of knowledge creation. Research limitations/implications Taking care to use appropriate techniques that guarantee a higher response rate (e.g. following up contacts after the initial request, phoning before sending the questionnaire), this study could be extended to other forms of organization, such as cooperatives or MNCs, to generalize the explanation of the positive impact of control on innovation through the mediating effect of knowledge creation. Practical implications The empirical results show that control encourages knowledge creation and innovation, which is a strong argument for franchisors to persuade franchisees of the necessity and utility of implementing organizational control. Moreover, the results constitute a practical tool to help managers making decision regarding innovation management. Innovation success can be improved by paying attention to the organizational control and deploying a combination of different control mechanisms including process, outcome and social. Originality/value To the authors’ knowledge, this is the first study to investigate both direct and indirect effects of organizational control on innovation. The authors contribute by explaining the complex relationship between control and innovation.
PurposeAs the transition between exploration and exploitation is a unique challenge for SMEs, what mechanism(s) might facilitate this transition? Building on the entrepreneurship literature's entrepreneurial opportunity identification and development framework, this study hypothesizes that the novelty-centered business model (NCBM) may serve as such a mechanism.Design/methodology/approachBased on cross-sectional survey data collected from 169 Italian SMEs in various sectors, this study tests the mediation, moderation and moderated mediation relationships using the statistical PROCESS procedure.FindingsSupporting the hypotheses that exploration and exploitation are positively associated within SMEs, that NCBM mediates this relationship and that the indirect relationship between exploration and exploitation by way of NCBM is stronger for SMEs with employees of medium to high creative human capital, the results suggest that SMEs can more effectively exploit new ideas identified in the exploration phase by developing an NCBM and accessing their creative human capital.Research limitations/implicationsAlthough the robustness checks confirm the direction of the proposed hypotheses, given the cross-sectional nature of the dataset used, a longitudinal study would further validate the proposed framework.Practical implicationsSMEs can successfully achieve the transition between exploration and exploitation by reinventing their business model to compensate for their limited resources in terms of financial or relational capital. They can further enhance their ability to reinvent their business model and, in turn, to exploit innovations by hiring and retaining employees with greater creative human capital.Originality/valueThis study draws on the entrepreneurial opportunity, ambidexterity (exploration-exploitation) and business model literature to enhance our understanding of the role of the NCBM design concept (business model innovation) as a mechanism to achieve temporal ambidexterity in SMEs.
Le contrôle, en restreignant l’autonomie, est généralement considéré comme un frein à l’innovation. Dans les réseaux de franchise, cela signifierait que le franchiseur devrait arbitrer entre la maîtrise de ses opérations et la capacité de son réseau à évoluer, innover. Une étude menée auprès de 106 points de vente appartenant à des réseaux de franchise implantés en France révèle un rôle positif de chacun des mécanismes de contrôle (comportement, résultats et social) sur au moins une des trois formes d’innovation étudiées (produit, processuelle et administrative). Au surplus, la mise en évidence d’un effet de médiation de la diffusion de connaissances sur ces relations contribue à la compréhension de ce résultat : c’est par la diffusion de connaissances que les systèmes de contrôle influent favorablement sur l’innovation.
Les recherches récentes montrent que malgré l’importance du concept de performance dans le domaine de la franchise, la performance des franchisés n’a pas reçu assez d’attention. Afin de développer cette piste de recherche, nous nous focalisons dans la présente étude sur le rôle des mécanismes de contrôle dans la performance des franchisés. Pour tester nos hypothèses, nous avons conduit une enquête moyennant l’administration d’un questionnaire à 103 franchisés établis en France. Nos résultats montrent un rôle positif des mécanismes de contrôle social et comportemental dans la performance des franchisés. Cependant, nous n’avons pas pu observer un effet interactif des mécanismes de contrôle social et comportemental sur la performance des franchisés.
La présente étude a comme objectif d’analyser l’impact de l’innovation sur la satisfaction du travail dans les réseaux commerciaux. En particulier, nous testons des hypothèses sur l’effet de trois formes d’innovation (organisationnelle, procédé et produit) sur la satisfaction des gérants des points de ventes appartenant aux réseaux de distribution. L’analyse des données collectées auprès de 95 points de ventes appartenant aux réseaux de distribution implantés en Tunisie, moyennant la méthode PLS ( Partial Least Squares ), montre que seulement l’innovation organisationnelle qui affecte positivement la satisfaction des gérants des points de ventes. Ceci constitue une contribution à la compréhension de la gestion de l’innovation et ses conséquences dans le secteur de la distribution en Tunisie.
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