Management Innovation and Leadership: The Moderating Role of Organizational Size

Vaccaro, Ignacio G.; Jansen, Justin J. P.; Bosch, Frans van den; Volberda, Henk

doi:10.1111/j.1467-6486.2010.00976.x

Cited by 482 publications

(552 citation statements)

References 83 publications

(140 reference statements)

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“…Moreover, the pressure of organizational inertia intensifies as a firm accumulates extensive technological and other organizational skills and forms its unique processes and routines (Zhou and Li, 2010). Thus, maintaining the status quo in larger organizations forces them to become more predisposed to maximise efficiency in employing their existing knowledge base and organizational structures (Vaccaro et al, 2012), entrenching the selfreinforcing nature of knowledge creation. Therefore, H6: The larger the company, the greater its internal knowledge creation capability.…”

Section: Size and Internal Knowledge Creation Capabilitymentioning

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: Size and Internal Knowledge Creation Capabilitymentioning

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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“…as organisational innovation (Crossan and Apaydin 2010); • MI definitions according to different authors seem to draw on a commonly accepted definition from Birkinshaw et al (2008); according to these authors, management innovation means the invention and implementation of a novel management practice, process, structure, or technique; such innovations should aim to improve a firm's performance (Vaccaro et al 2012;Mothe and Thi 2010); • MIs are meaningfully new solutions, i.e. they have not been implemented in a particular enterprise; they can be adapted (e.g.…”

Section: Management Innovationmentioning

confidence: 99%

“…Based on the analysis of the MI operationalisations (or organisational innovation), presented in literature (Wang and Ahmed 2004;Mol and Birkinshaw 2009;Vaccaro et al 2012;Walker et al 2011) and the research tools that have been used so far, we developed 15 items broken down into the five dimensions (Kraśnicka et al 2016). The assessment of these items should reflect a level/scope of management innovations generated and implemented in a particular enterprise.…”

Section: Measurement Of Management Innovationmentioning

confidence: 99%

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

2017

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The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

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“…This conceptualization of creative leadership is evident in three strands of organizational research that have rarely informed each other, to date: a stream of neo-institutional case studies of creative hautecuisine chefs (e.g., ; a set of studies on orchestra conductors (e.g., ; and a set of studies on creative leadership in the context of top-down corporate innovation (e.g., Eisenmann & Bower, 2000;Vaccaro, Jansen, Van Den Bosch, & Volberda, 2012). Creative leadership in these strands refers to materializing a leader's creative vision through other people's work.…”

Section: Three Conceptualizations Of Creative Leadership In the Organmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Management Innovation and Leadership: The Moderating Role of Organizational Size

Cited by 482 publications

References 83 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?

Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect

Creative Leadership: A Multi-Context Conceptualization

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