Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance

Weerawardena, Jay; O’Cass, Aron; Julian, Craig C

doi:10.1016/j.jbusres.2005.02.004

Cited by 327 publications

(272 citation statements)

References 64 publications

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“…Data on strategy gathered from middle and lower managers have been argued to have questionable validity because these managers typically do not have access to information about how the total system operates (Snow and Hrebiniak, 1980). CEOs possess the most comprehensive knowledge of the characteristics of the organization, its strategy and inter-organizational relationships (Weerawardena et al, 2006).…”

Section: Methodsmentioning

confidence: 99%

Joint Venture Conflict: The Case of Thai International Joint Ventures

Julian

2008

Journal of Asia-Pacific Business

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International Joint Ventures (IJVs) have become an important means of market entry for many firms, particularly those seeking entry into Asia (Lin and Germain, 1999).As such, it is important to understand what causes some IJVs to fail and others to succeed. This study examines the relationship between partners' needs, commitment, control and conflict between the IJV partners in a developing country of South East Asia. The findings revealed that IJV inter-party conflict was significantly influenced by all three variables, namely, partners' needs, commitment and control thereby providing support for previous research in a different national setting.

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Section: Methodsmentioning

confidence: 99%

Joint Venture Conflict: The Case of Thai International Joint Ventures

Julian

2008

Journal of Asia-Pacific Business

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“…Hence, organization intelligence is regarded as the use of new ideas and their implementation to the organizational management. The new ideas can be embodied in outputs, processes and management or the system of business (Weerawardena, O'Cass & Julian, 2006). …”

Section: Organizational Innovationmentioning

confidence: 99%

“…Moreover, it was shown that if the learning orientation goes up, the organization's innovation degree increases (Weerawardena et al, 2006). Regarding all theses ideas, learning is considered as the prompter of innovations in any company.…”

Section: Organizational Innovationmentioning

confidence: 99%

Knowledge Management in Collaborative Manufacturing Food Companies Performances: Twin Impacts of Learning and Innovation

Jenatabadi¹,

Radzi²,

Azizan³

et al. 2016

MAS

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The purpose of this approach is to establish the twin impacts of organizational innovation (OI) with organizational learning (OL) in the relation between knowledge management (KM) and organizational performance (OP). 168 companies of manufacturing Food Company were chosen from Malaysia, Taiwan, China and path analysis is used to analyse the underlying hypotheses. The research framework under study contain four latent variables (OP; OL; KM; OI) and three observed indicators (firm type; firm size; firm age). Structural equation modelling include mediation and moderation analysis were used in this study. The obtained results support the literature regarding the relationship among these four constructs and prove that the combination of OI and OL is mediator in the linkage between KM and firm performance. Moreover, firm age, size and type are acting as moderators among the research latent variables. The introduced model can be consider as a basic framework for technology management modelling studies. Limitation and implications for future studies are discussed.

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“…Innovation is an important element in the manufacturing industry because it helps the organization to be more competitive in the market (Weerawardena et al, 2006). In competitive markets, enterprises must increase their knowledge to adapt to new products and technology, and continuously distribute this knowledge to all employees.…”

Section: Innovation Performancementioning

confidence: 99%

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

Hashim

Zubir²,

Conding³

et al. 2012

BMS

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Kaizen Event (KE) has been growing in popularity since the mid 1990s, to date, there has difficult to find empirical research on the determinants of KE effectiveness. KE are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development. The purpose of this paper is to identify the KE constructs and Innovation Performance (IP) measures for Malaysian automotive industry and also to develop research model of the KE and IP measures relationship for Malaysian automotive industry. A conceptual model based on previous studies and using Structural Equation Modeling (SEM) has been proposed. This model will be used to study the relationship between KE practices and IP for Malaysian automotive industry. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. The paper culminates with suggested future research work.

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Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance

Cited by 327 publications

References 64 publications

Joint Venture Conflict: The Case of Thai International Joint Ventures

Joint Venture Conflict: The Case of Thai International Joint Ventures

Knowledge Management in Collaborative Manufacturing Food Companies Performances: Twin Impacts of Learning and Innovation

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

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