Exploring the impact of innovation strategy on R&amp;D employees’ job satisfaction: A mathematical model and empirical research

Cheng, Cheng Feng; Lai, Meng Kuan; Wu, Wann Yih

doi:10.1016/j.technovation.2010.03.006

Cited by 59 publications

(44 citation statements)

References 36 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Among these benefits, and one of the most important ones, can be the increase in the level of business performance. For this reason, the results of this study are in line with those of Keskin (2006), Mansury and Love (2008), Grawe et al (2009), Bowen et al (2010), Badawy (2009), Sdiri et al (2010), Hilmi et al (2010), Rheea et al (2010), Cheng et al (2010), Gunday et al (2011), Jiménez-Jiménez and Sanz-Valle (2011), Tajeddi andTrueman (2012), Al-Ansari et al (2013), López and Sánchez (2013), Hilman and Kaliappen (2015), and Kafetzopoulos and Psomas (2015). Similarly to the results of this study, these researches have established a positive and significant relationship between innovation capabilities and business performance.…”

Section: Discussion Concluding Remarks Limitations and Future Researchsupporting

confidence: 90%

Innovation capabilities and performance: are they truly linked in SMEs?

Maldonado-Guzmán

Garza‐Reyes

Castro

et al. 2019

IJIS

View full text Add to dashboard Cite

Disclaimer UWE has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material. UWE makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited. UWE makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights. UWE accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement.

show abstract

Section: Discussion Concluding Remarks Limitations and Future Researchsupporting

confidence: 90%

Innovation capabilities and performance: are they truly linked in SMEs?

Maldonado-Guzmán

Garza‐Reyes

Castro

et al. 2019

IJIS

View full text Add to dashboard Cite

show abstract

“…OLC has been believed by academics and practitioners as vital for associations generally due to the fast-changing environment. Firms that are able to discover stand a larger chance of detecting, replacing, and adapting on a vibrant nature [1]. Learning capability (LC) is an element of Organizational capabilities (OC) and an essential factor for OI [2].…”

Section: Background Of Studymentioning

confidence: 99%

Examining the relationship between learning capabilities and organizational performance: The mediating role of organizational innovativeness

Hussain

Wahab

Zeb

et al. 2018

MATEC Web of Conferences

View full text Add to dashboard Cite

This paper investigates the Organizational Learning Capabilities (OLC) affect Organizational innovativeness (OI) on organizational performance (OP). The mediating role of IO on relationship between OLC and OP was also been studied. Analysis is based on data collected from 200 respondents drawn from Pakistan’s Telecom Sectors. Multiple regression analysis had been used to test the hypotheses. This study found that both OLC and OI have a positive impact towards OP. OI also mediates the relationship between OLC and OI. Key word: Organizational Learning Capabilities (OLC), Organizational Performance (OP), Organization Innovativeness (OI).

show abstract

“…For instance, Camisón and López (2010) conclude that organizations that pursue manufacturing flexibility should develop innovation capabilities to obtain an improvement in organizational performance. Cheng et al (2010) discover that while process innovation has a greater influence on conflict resolution among employees, product innovation has greater impact on organizational performance. In addition, from a knowledge sharing point of view, Appel-Meulenbroek (2010) argues that knowledge sharing enhances innovation ability, which ultimately facilitate organizations' to reach their goals.…”

Section: Relationship Between Dimensionsmentioning

confidence: 99%

Meditation, learning, organizational innovation and performance

2011

Industrial Management &Amp; Data Systems

View full text Add to dashboard Cite

Purpose-This study attempts to investigate (1) the effect of meditation experience on employees' self-directed learning (SDL) readiness and organizational innovative (OI) ability as well as organizational performance (OP), and (2) the relationships among SDL, OI, and OP. Design/methodology/approach-This study conducts an empirical study of 15 technological companies (n = 412) in Taiwan, utilizing the collected survey data to test the relationships among the three dimensions. Findings-Results show that: (1) The employees' meditation experience significantly and positively influenced employees' SDL readiness, companies' OI capability and OP; (2) The study found that SDL has a direct and significant impact on OI; and OI has direct and significant influences on OP. Research limitation/implications-The generalization of the present study is constrained by (1) the existence of possible biases of the participants, (2) the variations of length, type and form of meditation demonstrated by the employees in these high tech companies, and (3) the fact that local data collection in Taiwan may present different cultural characteristics which may be quite different from those in other areas or countries. Managerial implications are presented at the end of the work. Practical implications-The findings indicate that SDL can only impact organizational innovation through employees "openness to a challenge", "inquisitive nature", self-understanding and acceptance of responsibility for learning. Such finding implies better organizational innovative capability under such conditions, thus organizations may encourage employees to take risks or accept new opportunities through various incentives, such as monetary rewards or public recognitions. More specifically, the present study discovers that while administration innovation is the most important element influencing an organization's financial performance, market innovation is the key component in an organization's market performance. Social implications-The present study discovers that meditation experience positively 2 affects SDL readiness, and organizational innovative ability and performance. The finding implies spiritual practice improves individual capability (i.e., in learning), as well as organizational capability (i.e., in innovativeness), which consequently enhances the outcomes of organizations. Originality/value-Existing studies prove the benefits of meditation on both spiritual enlightenment and clinical psychology. Existing research documents that meditation practice helps relief pain, improves physical health, reduces stress, and supports relaxation. No direct evidence shows the effect of meditation on SDL and OI, and only some evidence supporting the influence of meditation on OP. Nevertheless, the finding on the effect of the meditation experience in a work setting adds values to the current literature.

show abstract

Exploring the impact of innovation strategy on R&D employees’ job satisfaction: A mathematical model and empirical research

Cited by 59 publications

References 36 publications

Innovation capabilities and performance: are they truly linked in SMEs?

Innovation capabilities and performance: are they truly linked in SMEs?

Examining the relationship between learning capabilities and organizational performance: The mediating role of organizational innovativeness

Meditation, learning, organizational innovation and performance

Contact Info

Product

Resources

About