Antecedents and Consequences of Firms’ Process Innovation Capability: A Literature Review and a Conceptual Framework

Frishammar, Johan; Kurkkio, Monika; Abrahamsson, Lena; Lichtenthaler, Ulrich

doi:10.1109/tem.2012.2187660

Cited by 99 publications

(69 citation statements)

References 89 publications

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“…They want to move beyond minor improvements and adjustments to make bolder changes, such as more radical process innovation, which increase the level of uncertainty in development projects (Gopalakrishnan and Damanpour 1994;Frishammar et al 2012). Significant uncertainty and equivocality are encountered in mature process innovation industries where radical processes must be developed to gain competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Managing the front-end phase of process innovation under conditions of high uncertainty

et al. 2016

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Using a fuzzy-set qualitative comparison analysis, we identify and examine key conditions for success in early front-end phases of process innovation projects. We focus on the very initial stage of the innovation process-the front-end phase-and a selection of conditions for managing highly uncertain process innovation projects. In high-uncertainty projects coupled with high levels of equivocality, formalizing roles and processes should be consistently avoided; however, idea screening is beneficial. Moreover, in successful innovation projects formalized processes but not formalized roles are beneficial. The findings suggest that formalizing roles and processes, a success factor in prior studies of innovation, does not result in success of process innovation projects.

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Section: Introductionmentioning

confidence: 99%

Managing the front-end phase of process innovation under conditions of high uncertainty

et al. 2016

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“…Hitherto, scant attention has been paid to the understanding of process‐oriented innovators as a specific group, performing primarily process development rather than product (De Massis et al ; Frishammar et al ; Hervas‐Oliver, Sempere‐Ripoll, and Boronat‐Moll ; Hollen, Van Den Bosch, and Volberda ; Keupp, Palmie, and Gassmann ; Madrid‐Guijarro, Garcia‐Perez‐de‐Lema, and Van Auken ; Stadler ), especially in the context of SMEs (De Massis et al ; Madrid‐Guijarro, Garcia‐Perez‐de‐Lema, and Van Auken ). When process innovation has been studied, it has been done restricting such studies to just predicting process innovators, in relation to product innovation, or understanding process innovation in particular (process‐oriented) industries.…”

Section: Discussionmentioning

confidence: 99%

On Process Innovation Capabilities in SMEs: A Taxonomy of Process-Oriented Innovative SMEs

Hervás-Oliver

Moll²,

Andrés³

2016

Journal of Small Business Management

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Relatively little attention has been paid to the study of the strategic management of process innovators and their capabilities. This paper contributes to our understanding of process innovation by analyzing responses from 4,208 SMEs which introduced only process innovation, and no product innovation. Our study was set up specifically to allow us to identify and isolate process innovation activities in SMEs. Findings reveal two distinct innovation patterns among process innovators, one characterized primarily by the acquisition of embodied knowledge and external support from suppliers, and a second centered on the development of R&D and high absorptive capacity, accompanied by organizational innovation.

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“…Top management support for experimentation and entrepreneurship is another commonly suggested antecedent of ASA and related concepts such as innovation (e.g., [24], [32], [36], [42], [59]). Top management can be instrumental in encouraging such behaviors by facilitating experimentation and risk-taking through their own behavior at both the individual and team levels (e.g., [24], [50], [60], [61]).…”

Section: H5: the Larger Middle Managers' Autonomy In Market And Produmentioning

confidence: 99%

Middle Managers’ Engagement in Autonomous Strategic Actions: Does It Really Matter How Top Managers Use Budgets?

Linder

Torp

2017

IEEE Trans. Eng. Manage.

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Abstract. Fostering middle managers' entrepreneurial behavior is a key concern for established firms. Budgets are one of the most widely used management tools in organizations and several conceptual articles claim that the way in which they are usedmost notably, an interactive way -affects middle managers' autonomous strategic actions (ASA). This type of entrepreneurial behavior in established firms focuses on opportunities outside the firms' currently served product-market domains. Using structural equation modeling (SEM) and a formative measurement instrument for interactive use of budgets, we test these claims advanced in conceptual literature within a broad sample of large firms. We find that the way in which budgets are used does not significantly impact middle managers' engagement in ASA. In contrast, firms' boundary systems and middle managers' autonomy seem important antecedents to ASA. [130 words]Keywords: budgets; interactive use; autonomous strategic action; middle managers Managerial Relevance Statement. Budgets are one of the most widely used management tools in organizations and several conceptual articles claim that the way in which budgets are used influences the level of a particular type of intrapreneurship: middle managers' autonomous strategic actions (ASA). This type of intrapreneurship focuses on new business opportunities by introducing new products to new markets. An interactive way of using budgets has been suggested to foster such intrapreneurial behaviors. Since fostering middle managers' entrepreneurial behavior is a key concern for many established firms today, and as managers can choose the way in which they use budgets, testing these claims empirically has high practical importance for advising engineering management. We draw on a broad sample of large Danish firms to test these claims for the use of annual budgets. 2In contrast to views advanced in conceptual literature, our results suggest that the way annual budgets are used does not significantly impact the level of ASA. Rather, it is boundary systems and middle managers' autonomy which significantly affect the level of such intrapreneurship. Our findings thus provide advice to engineering managers on where to look in order to promote intrapreneurial behaviors. [190 words]

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Antecedents and Consequences of Firms’ Process Innovation Capability: A Literature Review and a Conceptual Framework

Cited by 99 publications

References 89 publications

Managing the front-end phase of process innovation under conditions of high uncertainty

Managing the front-end phase of process innovation under conditions of high uncertainty

On Process Innovation Capabilities in SMEs: A Taxonomy of Process-Oriented Innovative SMEs

Middle Managers’ Engagement in Autonomous Strategic Actions: Does It Really Matter How Top Managers Use Budgets?

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