Examining the new product innovation – performance relationship: Optimizing the role of individual-level creativity and attention-to-detail

Sok, Phyra; O’Cass, Aron

doi:10.1016/j.indmarman.2015.02.040

Cited by 73 publications

(83 citation statements)

References 91 publications

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“…In this domain, some have investigated the effect of FLEs' creativity on adaptive service offerings and service recovery quality and speed (van der Heijden, Schepers, Nijssen, and Ordanini, ; Wilder et al, ). Others view FLEs' creative behaviors as a contingency that contributes in development of financial performance (Sok and O'Cass, ). In terms of service innovation at the service encounter, Sørensen et al () identify FLEs' creativity as one of the main antecedents of unplanned and customized services developed at the service encounter.…”

Section: Literature Review: Conceptual Backgroundmentioning

confidence: 99%

“…Previous studies have shown that transactional leaders can elevate the effect of FLEs' behaviors on their performance because they lead by providing concrete directions, specify clear expectations, and provide instructions on how to complete tasks to achieve desired outcomes (Pieterse et al, ; Prasad and Junni, ; Schmitz et al, ; Sok and O'Cass, ). However, in KIBS firms leaders using very high levels of TRL may not necessarily achieve similar outcomes as those who use low or moderate levels of TRL.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Siahtiri¹

2018

J of Product Innov Manag

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The service encounter is the primary interface and critical nexus between frontline employees (FLEs) and customers, where service innovation evolves. In knowledge intensive business services (KIBS), FLEs' behaviors that support service innovation at the service encounter are especially important because FLEs have to engage in ad hoc innovation at that time. Ad hoc innovation means developing unplanned service solutions that can solve a customer's ill‐structured and complex problem. Although the central role of FLEs has been acknowledged, at present, we still know little about what supports their creativity and customer‐oriented behaviors that trigger ad hoc innovation. Drawing on data from 150 KIBS firms using a multiple informant design (three respondents per firm), findings show that both internal and customer communications increase FLEs' creativity and customer orientation. Further, the results show that FLEs' creativity and customer orientation are strongly related to ad hoc innovation developed at the service encounter. In focusing on the contingency effects of transactional leadership, the results show that transactional leadership moderates the relationship between FLEs' creativity–FLEs' customer orientation and ad hoc innovation differentially. This research provides theoretical and practical implications for scholars and practitioners through unpacking the contribution of enriched service encounter on ad hoc innovation.

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Section: Literature Review: Conceptual Backgroundmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Siahtiri¹

2018

J of Product Innov Manag

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“…According to the structural ambidexterity perspective, firms use structural mechanisms to deviate the tensions that arise from their conflicting goals by developing different specialist business units (or sub-units) (Gupta et al, 2006). Contextual ambidexterity contends that firms strive for a balance between opposing and complementary attributes within an organizational unit (Ghoshal & Bartlett, 1994) or support individuals to embrace conflicting activities and goals (Mom, Van Den Bosch, & Volberda, 2009;Sok & O'Cass, 2015). Following sequential ambidexterity firms go through cycles of opposing activities to achieve ambidexterity over time, rather than concurrently (Gupta et al, 2006).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

The effect of ‘can do’ and ‘reason to’ motivations on service–sales ambidexterity

Sok

Luca

2016

Industrial Marketing Management

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“…Others studies, instead, argue that attention to detail reinforces new forms of behavior by emphasizing conformity to rules and procedures, precision and accuracy, which are crucial for quality improvement and for creating a good attitude towards new initiatives (Naveh and Erez, ; Baird and Harrison, ). Good attention to detail also provides awareness of the knowledge and activities that can help organizations to effectively deal with new challenges, which is particularly relevant in cases such as product innovation and EE measures (Sok and O’Cass, ). We thus hypothesize that:Hypothesis The importance of attention to detail within organizations is positively associated with perceived managerial EE performance.Hypothesis The importance of attention to detail within organizations is positively associated with perceived technical EE performance.…”

Section: Attention To Detailmentioning

confidence: 99%

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

2017

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For energy managers, finding personal meaning in the activities they are engaged in and gaining\ud an identity in connection between energy efficiency and organizational goals is a necessary\ud condition to mobilize passion and commitment, which in turn are fundamental to achieve\ud organizational goals under tight budget constraints. Despite this, little is known about how\ud municipalities, which are typical budget-constrained organizations, can enhance the empowerment\ud of employees with roles as energy managers. This paper draws from the literature on\ud the person–organization fit in order to adapt and test the hypothesis that multiple dimensions\ud of organizational culture are strong predictors of perceived managerial and technical energy performance.\ud Data from 729 questionnaire responses from energy managers of Italian municipalities\ud show that formalization, team orientation, innovation, centralization and reward systems are the\ud key elements that enable energy managers to act as business partners instead of task managers.\ud Causal relations are discussed and presented along with theoretical and policy implications that\ud can provide inspiration also to private organizations. Copyright © 2017 John Wiley & Sons, Ltd\ud and ERP Environmen

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Examining the new product innovation – performance relationship: Optimizing the role of individual-level creativity and attention-to-detail

Cited by 73 publications

References 91 publications

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

The effect of ‘can do’ and ‘reason to’ motivations on service–sales ambidexterity

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

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