From quality to innovation: Evidence from two French Employer Surveys

Peković, Sanja; Galia, Fabrice

doi:10.1016/j.technovation.2009.08.002

Cited by 99 publications

(65 citation statements)

References 37 publications

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“…This confirms previous studies (e.g., Darnall and Edwards, 2006;Schleich, 2009;Pekovic and Galia, 2009;Porter and Van der Linde, 1995;Conrad, 1997;Malueg, 1989;Van Raaij and Verhallen, 1983). Indeed, quality strategies in conjunction with resource efficiency strategies might result in more efficient and functional products and services.…”

supporting

confidence: 91%

“…Previous empirical findings support the notion that quality practices positively influence innovation performance, since quality practices, in both their human and technological dimensions, help to create an environment and a culture that support innovation (Darnall and Edwards, 2006;Pekovic and Galia, 2009 On the basis of this classification, we have created a variable RE1j that takes the value of RE1 = 1 if the firm is investing in resource efficiency when the market performance is down, RE2j = 2 if the firm is investing in resource efficiency when the market performance is steady, RE3j = 3 if the firm is investing in resource efficiency when the market performance is growing and RE0j = 0 if a firm is not investing in resource efficiency.…”

mentioning

confidence: 67%

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Sustainability and Market Conditions: The Resource Efficiency Paradox

Delmas

Peković

2012

SSRN Journal

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In this paper we analyze the factors that drive the adoption of resource efficiency practices in constrained economic times. We uncover the 'paradox' of lower investments in resource efficiency practices in a downturn market and identify the characteristics of firms that seek the opportunity to invest more in such conditions. We argue that even though the attractiveness of resource efficiency practices should increase in downturn market conditions, such practices require complementary capabilities, strategies and organizational structure for their successful adoption. We test our framework using data from a French survey with responses from 5, 877 firms. Our results show that only 6% of the firms in our sample invest in resource efficiency practices in downturn markets, and that those firms are more likely to be vertically integrated, and to have a main focus on cost leadership strategies, have adopted environmental standards and conduct their research internally. We provide recommendations to encourage more widespread adoption of such models of frugal strategies.

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supporting

confidence: 91%

mentioning

confidence: 67%

Sustainability and Market Conditions: The Resource Efficiency Paradox

Delmas

Peković

2012

SSRN Journal

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“…(Martínez-Costa and Jiménez-Jiménez 2008; Prajogo and Hong 2008;Prajogo and Sohal 2006;Sadikoglu and Zehir 2010). However, the studies that investigated the relationship between TQM practices and innovation performance could not provide a clear picture about this relationship (López-Mielgo et al 2009;Pekovic and Galia 2009;Prajogo and Sohal 2003;Singh and Smith 2004). Accordingly, there is need to conduct more studies in order to clarify the impact of TQM on innovation performance.…”

Section: Introductionmentioning

confidence: 99%

“…First, the information available on each TQM practice and innovation performance makes it evident that the studies dedicated to these concepts are repetitive and abundant; however, the issue of their relationship has been less frequently examined and only a few studies, in the strict sense, have dealt with this (Perdomo-Ortiz et al 2006). Moreover, the findings of these studies are still inconclusive (Abrunhosa and Sá 2008;Pekovic and Galia 2009). While some studies support the positive impact of TQM practices on innovation performance (López-Mielgo et al 2009;Pekovic and Galia 2009;), other researchers questioned the role of TQM practices in enhancing innovation performance (Abrunhosa and Sá 2008;Prajogo and Sohal 2006;Singh and Smith 2004).…”

Section: Introductionmentioning

confidence: 99%

“…While some studies support the positive impact of TQM practices on innovation performance (López-Mielgo et al 2009;Pekovic and Galia 2009;), other researchers questioned the role of TQM practices in enhancing innovation performance (Abrunhosa and Sá 2008;Prajogo and Sohal 2006;Singh and Smith 2004). Thus, it has been recommended that this relationship be re-examined to get more insight regarding this issue Pekovic and Galia 2009;Singh and Smith 2004).…”

Section: Introductionmentioning

confidence: 99%

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Innovation capability and its role in enhancing the relationship between TQM practices and innovation performance

Yusr¹

2016

Journal of Open Innovation: Technology, Market, and Complexity

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Innovation plays a critical role in predicting the long-term survival of organizations, determining an organization's success and sustaining its global competitiveness, especially in an environment where technologies, competitive position and customer demands can change almost overnight, and where the life-cycle of products and services are becoming shorter. Therefore, the main purpose of this paper is to extend the existing knowledge as to the relationship between TQM practices and innovation performance by exploring the expected role of innovation capability as mediator to enhance this relationship. At the same time, this study attempted to shed a light on how to improve innovation performance of manufacturing companies in Malaysia. The gained results indicated that innovation capability mediates the relationship between TQM practices and innovation performance. More importantly, this study supports the findings of the past studies that questioned the role of TQM practices in improving innovation performance. Finally, in light of the obtained results, several recommendations were introduced to assist decision makers in manufacturing companies.

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