Building innovation capability: The role of top management innovativeness and relative-exploration orientation

Wang, Xinchun; Dass, Mayukh

doi:10.1016/j.jbusres.2017.03.019

Cited by 106 publications

(91 citation statements)

References 73 publications

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“…With an exploration orientation, managers actively seek to increase variations in managerial practice, foster the search for new ideas/technologies, encourage risk taking, and discover new opportunities (March 1991). Exploitation orientation, on the other hand, tends to allow managers to discover opportunities using the available resources and focuses more on the innovation implementation process (Rosing, Frese, & Bausch, 2011;Wang and Dass, 2017). Mom (2007) and Raisch (2009) found that the more a manager acquires the higher the levels of exploration and exploitation activities this manager may undertake.…”

Section: Exploration and Exploitation And Managerial Capabilitymentioning

confidence: 99%

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Ferreira

Coelho

Weersma

2018

CyA

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Section: Exploration and Exploitation And Managerial Capabilitymentioning

confidence: 99%

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Ferreira

Coelho

Weersma

2018

CyA

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“…While competitive environments are difficult for firms, they may require firms to be more innovative in order to compete with rivals. Wang and Dass (2017) supported that in a more competitive environment, managers should be careful in their strategic decision, the higher risk associated with greater competition may reduce firms' innovation activity. Global competition has changed the rules for managing the innovation function of multinational corporations (MNCs).…”

Section: Governmental Focusmentioning

confidence: 99%

Prioritizing Innovation Factors by Using Analytic Network Process

Taşel¹,

Bayarçelik²,

Apak³

2019

Beykoz Akademi Dergisi

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The emergence and development of the fourth industrial revolution affects production systems. This new revolution also has an impact on logistics, which has a direct relationship with production. Organizations give importance on innovation, technological change and product differentiation to compete with their rivals. Innovativeness creates better understanding of customer needs and wants, catch up their rivals and become more proactive in seeking the market opportunities for organizations. Therefore, improving logistics services using innovations can help improving strong customer relationships, derive barriers to competition, increase customer loyalty, change costs and conduct market activities more effectively. In this context, the objective of this study is to prioritize the innovation factors in logistics industry using a pairwise comprehensive method named Analytic Network Process (ANP). This model is proposed to define a ranking between selected criteria for innovation based decisions. This methodology demonstrates, which criteria has the most important role in the innovation processes.

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“…Therefore, scholars have proposed the concept of "slack resources". Slack resources are defined as "the difference between total resources and total necessary payments", which do not include the resources needed to carry out routine operations, so companies can use slack resources to support growth or buffer internal and external pressures [35]. Different slack resources have different features and may have different impacts on organizational outcomes [36][37][38][39][40][41][42].…”

Section: Slack Resourcesmentioning

confidence: 99%

The Formation and Effects of Exploitative Dynamic Capabilities and Explorative Dynamic Capabilities: An Empirical Study

Liu

2019

Sustainability

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Although previous studies have explored the formation and effects of dynamic capabilities, much remains to be learned on this topic. There has been little research on the formation and effects of exploitative dynamic capabilities and explorative dynamic capabilities. This paper provides an explanation of how entrepreneurial leadership style and slack resources affect the formation of exploitive dynamic capabilities and explorative dynamic capabilities and evaluates the effects of exploitive dynamic capabilities and explorative dynamic capabilities on competitive advantage. Based on a sample of 382 Chinese firms, the empirical results show that a transactional leadership style and absorbed slack resources can encourage the formation of exploitative dynamic capabilities, and that a transformational leadership style and unabsorbed slack resources are conducive to the development of explorative dynamic capabilities. Furthermore, exploitative dynamic capabilities and explorative dynamic capabilities can reinforce and complement each other. Exploitative dynamic capabilities positively impact explorative dynamic capabilities, and explorative dynamic capabilities enhance exploitative dynamic capabilities. In particular, exploitative dynamic capabilities have an important effect on short-term financial performance, and explorative dynamic capabilities lead to a significant long-term competitive advantage. The results show that explorative dynamic capabilities surpass exploitative dynamic capabilities in terms of competitive advantage, even if both have a positive influence on competitive advantage. This study validates and develops the theory of dynamic capabilities.

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Building innovation capability: The role of top management innovativeness and relative-exploration orientation

Cited by 106 publications

References 73 publications

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Prioritizing Innovation Factors by Using Analytic Network Process

The Formation and Effects of Exploitative Dynamic Capabilities and Explorative Dynamic Capabilities: An Empirical Study

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