Customers involvement and firm absorptive capacity in radical innovation: The case of technological spin-offs

Scaringella, Laurent; Miles, Raymond E.; Truong, Yann

doi:10.1016/j.techfore.2017.01.005

Cited by 41 publications

(40 citation statements)

References 118 publications

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“…As well as having good relationships with customers, companies must acquire knowledge about their customers to build a strong reputation and respond more effectively to present and future customer needs [9,26]. Therefore, the acquisition of customer knowledge can lead to the development of successful new products and processes because this knowledge guides companies in the right direction [27].…”

Section: Introductionmentioning

confidence: 99%

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

et al. 2018

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Environmental management is becoming increasingly important within organizations and forms an essential part of their strategies. As customers are more concerned with the care of the environment, companies are required to be more aware of their actions. Consequently, companies must ignore their historical mindsets and assumptions to be able to adopt green-oriented practices and processes. Our specific research questions are: (i) How can firms become (more) green-oriented? and (ii) how can knowledge-based organizational capabilities drive this shift into greener companies, which may enhance green customer capital? The research model describes how the complementary roles of absorptive capacity (direct effect) and the fostering of an organizational unlearning context (moderating effect) affects green customer capital within the Spanish automotive component manufacturing sector. Empirical results reveal that to create green customer capital, companies should absorb new knowledge and build a context of organizational unlearning. In today's competitive environment, knowledge rapidly becomes obsolete, so companies need to encourage unlearning to make space for new knowledge that meets environmental needs and keeps pace with changing customer preferences. The research hypotheses were tested using partial least squares (PLS) path-modeling.

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Section: Introductionmentioning

confidence: 99%

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

et al. 2018

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“…Innovation processes should not be (or be rather difficult to be) segregated from the implementation of information technology. In many cases, innovation should be done side-by-side with information technology, to achive a successful innovation project (Scaringella et al, 2017).…”

Section: Innovationmentioning

confidence: 99%

“…There was a lot of research connecting innovation projects to the implementation of information technology in an organization's business processes. For example, Scaringella et al (2017) revealed that technology spin-offs are critical to increase organizational capacity, to create a balance between market pull and push strategies, while Lecerf and Omrani (2020) found that some information technology-based projects enabled some SMEs to improve their businesses; further assimilation with the technology can promote the SMEs to start exploring and exploiting their ambidexterity, as argued by Ko and Liu (2020) and Nofiany et al (2021). Nevertheless, organizations should apply changes to their business process principles before being able to impose the use of information technology on their supporting units.…”

Section: Innovationmentioning

confidence: 99%

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

Lukito-Budi

2021

MAJ

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This is a conceptual paper discussing how to undertake innovation in an organization as a project, and the components of the structure and leadership style as factors that support the implementation of the project. It reviews previous research related to organizational, leadership and control theories. It focuses on introducing the role of leadership and control structures into innovation projects. The suggested structure to be adopted is a mixed combination of organic and mechanical structures. This article argues the importance of the existence of a control mechanism to regulate the project; this functions as a set of tools to control the dynamics of the organizational structure in the project. It also reveals transformational leadership as the most suitable leadership style to control and deliver a successful innovation project. At the end, this article proposes several propositions to be tested further in empirical work. Some discussions about optional research methods are also presented.

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“…Studies on USOs' success factors have identified, among others, government policies (Liu and Jiang 2001;Budyldina 2018); the characteristics of spin-off processes (Roberts and Malone 1996;Jones-Evans et al 1998); specific founder qualities (Klofsten and Jones-Evans 2000;Huynh et al 2017;Hesse and Sternberg 2017); entrepreneurial team formation (Clarysse and Moray 2004); ownership and board composition (Ferretti et al 2020) and characteristics of technologies, industries and markets (Shane 2001;Nerkar and Shane 2003). The importance of the founder(s) holding an outward-looking attitude, the development of marketing capabilities in the early stage of the new venture's lifecycle and the importance of absorptive capacity to internalize customer knowledge have been widely emphasized (Vohora et al 2004;Scaringella et al 2017), but only a few studies have explicitly addressed market orientation (Table 1).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

The impact of market orientation on university spin-off business performance

2020

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Extant literature on the antecedents of university spin-off (USO) business performance has developed with the aim of highlighting those drivers that could foster the performance of such firms, focusing on a variety of factors. Less interest has been devoted to the market orientation-performance relationship, despite the positive link frequently found in the marketing literature. The aim of the present paper is therefore to fill this gap and investigate the relationship between market orientation (MO) and USO performance using the Netval database of Italian research spin-offs. To measure MO, we adopted an ad hoc questionnaire, and after testing its validity with a factor analysis, we performed a regression model. The results show that MO, particularly some of its components (customer intelligence generation, intelligence dissemination, integration and inter-functional coordination), has an impact on business performance. This contribution presents some valuable research implications useful for academics, but professionals from new high-tech ventures and technology transfer offices may also benefit from this knowledge.

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Customers involvement and firm absorptive capacity in radical innovation: The case of technological spin-offs

Cited by 41 publications

References 118 publications

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

The impact of market orientation on university spin-off business performance

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