Innovation Leadership

Kaudela-Baum, Stephanie; Holzer, Jacqueline; Kocher, Pierre‐Yves

doi:10.1007/978-3-658-06526-3

Cited by 25 publications

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“…Recent studies on HCs have shown that processes, position, and path are important factors when looking for success drivers in HCs and lessons other firms can learn (see Simon, 2012Simon, , 2014a, 2014b as well as Audretsch et al 2018, Kaudela-Baum et al 2014, Kirner and Zenker 2011, Rasche 2003, Posch and Wiedenegger 2013, Venohr and Meyer 2007. A short summary of the empirical findings shows the following:  HCs show managerial and organisational process qualities by striving for operational effectiveness, continuously assimilating, attaining, and extending best practices.…”

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confidence: 96%

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Rammer

Spielkamp

2019

SSRN Journal

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Hidden Champions (HCs) are firms unknown to the wider public, but global leaders in the niche markets they serve. This paper looks at distinctive features of these firms, focusing on their dynamic capabilities. Employing a unique data base on German firms, we identify a representative sample of German HCs. Based on a matching technique, we examine differences to other firms in terms of the firms' processes, position, and path. We find that HCs' competitive strategy rests on technology leadership and customisation. HCs are more open in their knowledge management, but without compromising control over the new product development process. HCs do not invest more into innovation, but achieve higher innovation success. The higher efficiency can be linked to their superior technological capabilities and to higher investment in human capital and HR management practices that mobilise the creative potential of their employees.

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confidence: 96%

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Rammer

Spielkamp

2019

SSRN Journal

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“…Venohr and Meyer (2007) identify an autonomous decision-making process in an independent firm as a key factor, allowing firms to react quickly and flexibly to seize opportunities -something that is far more difficult for centrally organised and large firms. Kaudela-Baum et al (2014) identified the leeway given to staff and the high degree of flexibility as source of innovative success of Hidden Championsthe opposite of a large bureaucratic organisation. Their qualitative study focuses on incentives to increase motivation, and points to flexible working hours, a high degree of autonomous decision-making and freedom to tackle tasks independently and as staff choose to do themselves.…”

Section: Fundamental Driver Of High Performance: Institutional Designmentioning

confidence: 99%

Subsidiarity as secret of success: “Hidden Champion” SMEs and subsidiarity as winning HRM configuration in interdisciplinary case studies

Mear

Werner

2020

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PurposeThis paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a conceptual analysis of the question why Germany boasts by far the highest number of “Hidden Champion” SMEs. This is done by case studies from the army and public financial management of aid disbursal in developing countries. Implications for HRM at SMEs are discussed.Design/methodology/approachConceptual analysis using case studies.FindingsContributing towards filling the gap concerning theoretical underpinnings of the link between HRM and innovation, we suggest that interdisciplinary work from relevant organisational case studies indicates that the concept of institutional design to provide motivational incentives may be relevant, especially concerning high performance systems with bundles of HRM practices. Specifically, the fundamental principle of subsidiarity is found to be important.Research limitations/implicationsThe research is broadly applicable to organisations of all kinds, as the diverse case studies indicate. We point towards tentative implications for the firms that account for the majority of the work force, namely SMEs, and among them the most successful ones, the so-called “Hidden Champions”.Practical implicationsHR managers can improve motivation, performance and innovation by decentralising decision-making as far as possible, while ensuring the overall organisational goals are well understood and shared, and resources are dedicated to train and educate staff. Additionally, the conception of rank-order competitions complements the institutional design.Social implicationsGreater productivity and material performance as well as greater job satisfaction via larger autonomy and decision-making power on the local level can be achieved by the application of subsidiarity as key HRM configuration. This can be employed at SMEs, as discussed, but also other organisations. Further, the principle of subsidiarity and the greater emphasis on staff training and education may help reduce inequality.Originality/valueOur paper contributes towards filling the gap in the literature on the link between HRM and innovation, by identifying the role of subsidiarity. We introduce an interdisciplinary perspective, with contributions from economics and psychology, among others. We also contribute to the history of HRM.

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The Application of the Effective Innovation Leadership Model in ICT Practice

Schork¹

2018

FGF Studies in Small Business and Entrepreneurship

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Innovation Leadership

Cited by 25 publications

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The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Subsidiarity as secret of success: “Hidden Champion” SMEs and subsidiarity as winning HRM configuration in interdisciplinary case studies

The Application of the Effective Innovation Leadership Model in ICT Practice

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