Linking dynamic-capability portfolios and innovation outcomes

Ellonen, Hanna–Kaisa; Wikström, Patrik; Jantunen, Ari

doi:10.1016/j.technovation.2009.04.005

Cited by 134 publications

(91 citation statements)

References 44 publications

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“…Howells et al (2003) and Zack (1999) suggest that what is important to guarantee success in a firm's innovation process is the creative combination of different types of knowledge to obtain more knowledge than could ultimately be applied to obtain new products and processes. In a similar vein, Ellonen et al (2009), based on qualitative data from the publishing industry, argue that companies that combine sensing, seizing and reconfiguration of dynamic capabilities (Teece, 2007) are better able to use existing technological and marketing capabilities to obtain and integrate new products and processes into their business and organizations. Tödtling et al (2009) study of 400 Austrian firms shows that products new to a firm's market have a greater requirement for a combination of internal R&D, and patenting and cooperation with universities and research organizations.…”

Section: Relationships Among Knowledge Accumulation Capabilities: Intmentioning

confidence: 99%

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Forés

Camisón

2016

Journal of Business Research

406

269

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Acknowledgement: The authors gratefully acknowledge financial support from the National Plan for R&D of Spanish Ministry of Economy and Competitiveness (ref. ECO2009-12522). HIGHLIGHTSØ Incremental innovation performance is positively affected by internal knowledge creation capability and absorptive capability.Ø Absorptive capability affects radical innovation performance positively.Ø Size has a direct positive effect on incremental innovation performance.Ø Size has a direct positive effect on internal knowledge creation capability. HOW DOES ORGANIZATIONAL SIZE IMPACT ON KNOWLEDGE ACCUMULATION CAPABILITIES AND INCREMENTAL VERSUS RADICAL INNOVATION PERFORMANCE?ABSTRACT While prior studies recognise the importance of knowledge accumulation capabilities in innovation performance, current research has still failed to empirically identify its role with regard to different types of innovation performance. The objective of this paper is to address this knowledge gap and to explore the relationships between internal knowledge creation and absorptive capabilities, and radical and incremental innovation performance. The study also contributes to analyzing the complex effect that organizational size has in the whole innovation process, influencing its antecedents (internal knowledge creation capability and absorptive capability) as well as its outputs (incremental and radical innovation performance), as the literature has produced inconsistent results and the issue is subject to continuing debate. This study demonstrates that incremental innovation performance is positively affected by both knowledge accumulation capabilities and size. However, results show that only absorptive capability has a positive direct effect on radical innovation performance, whereas size has a negative non-significant effect on it. The effect of size on knowledge accumulation capabilities also turns out to be mixed. It appears to increase internal knowledge creation capability, but it does not affect the absorption of new external knowledge, and thus does not help to develop radical innovations.

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Section: Relationships Among Knowledge Accumulation Capabilities: Intmentioning

confidence: 99%

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Forés

Camisón

2016

Journal of Business Research

406

269

View full text Add to dashboard Cite

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“…While DC has been linked with innovation (Ellonen et al, 2009), there is a shortage of research that links DC with DI, specifically in emerging economies.…”

Section: Dynamic Capabilitymentioning

confidence: 99%

Disruptive innovation through a dynamic capabilities lens: an exploration of the auto component sector in India

Pandit

Joshi

Gupta

et al. 2017

IJICBM

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Innovation has gained momentum for the development; spread; and survival of auto industrial firms in India. In this paper; we study the less-explored aspect of organisational response focusing on discontinuous innovation. The Indian auto sector requires a tool for long-term market dominance; particularly owing to the rapid change in the business environment. This can be achieved through a special kind of discontinuous innovation known as disruptive innovation (DI). We further affirm how developing DI is 110 D. Pandit et al.facilitated by the firm's dynamic capability (DC); to substantiate our claims; we develop and utilise a survey instrument to test a hypothesised model with responses from various firms affiliated with the Indian auto component industry. Our findings confirm the positive roles of DC and research and development (R&D) expenditure as antecedents to DI. We further conduct exploratory analysis to study factors such as R&D and environmental turbulence as moderators of the DC-DI relationship. We offer the following contributions: the operationalisation of DC and DI for the Indian context, a sector specific study and critical results pertaining to moderating role of R&D and environmental turbulence on the positive DC-DI relationship.

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“…It also includes the organization's processes how it's able to scan changes in the ecosystem. Examples of sensing are R&D research, collecting customer feedback (tacit and explicit) and also scanning competitors [11].…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

Management Changes in MRO Business through Product Lifecycle

Sivusuo¹,

Takala²

2016

Management and Production Engineering Review

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Accepted: 4 July 2016Nowadays organizations and entire industries have faced the challenges of globalization and rapid technological development. These changes have brought new kind of competition and it has shaped and mixed organizations traditional business logic. This research is based on multiple case studies where the focus is on management changes through product lifecycle management. Emphasis is on MRO (Maintenance, repair, overhaul) providers and how they implement dynamic capabilities through product life cycle management. MRO is abbreviation for Maintenance, repair and overhaul and it is a commonly used in Aerospace industry. The study identifies several products in various stages of the life-cycle and thus identify the essential changes related to management. The stages that study identifies are Learning phase, Productisation phase and PBL phase. These phases can be used for clarifying dynamic capabilities in MRO markets.

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Linking dynamic-capability portfolios and innovation outcomes

Cited by 134 publications

References 44 publications

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Disruptive innovation through a dynamic capabilities lens: an exploration of the auto component sector in India

Management Changes in MRO Business through Product Lifecycle

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