Manufacturing strategy and innovation in indigenous and foreign firms: an international study

Crowe, Deirdre; Vecchi, Alessandra; Brennan, Louis; Coughlan, Paul

doi:10.1504/ijmtm.2007.012444

Cited by 4 publications

(7 citation statements)

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“…Drawing on our previous work on innovation and performance particularly of Irish based manufacturing (Crowe et al , 2007; Brennan et al , 2002, 2003) as well as work on quality priorities, practices and performance between indigenous and foreign firms (Vecchi and Brennan, 2006; Brennan et al , 2005), this paper endorses the view that a fuller understanding of quality can be reached only by embracing these concomitant perspectives, namely priorities, practices and performance. In particular we endorse the idea that the means by which priorities are transposed into practices, and how these practices are assessed (performance) are likely to be affected by national cultures.…”

Section: Methodsmentioning

confidence: 67%

Quality management: a cross‐cultural perspective

Vecchi

Brennan

2009

Cross Cultural Management

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PurposeThe aim of this paper is to present the results of a survey administered across 23 countries that examines quality priorities, practices and performance by adopting Hofstede's national cultural framework. The purpose of this study is to test the validity of the “culture‐specific” argument as an explanatory construct for explaining quality management.Design/methodology/approachData were collected in 2006 as part of the IV iteration of the International Manufacturing Strategy Survey. The methodology involved the use of a self‐administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC codes (rev.3.1) Divisions 28‐35.FindingsFrom the findings it emerges that whereas differences in priorities can be affected by masculinity and uncertainty avoidance to a very small degree, all the four dimensions of culture significantly affect quality practice and three of the four dimensions affect performance to a greater extent.Practical implicationsThe paper contributes to the validation of the “culture‐specific” hypothesis in relation to quality management by addressing its managerial implications. In particular it calls for a fuller appreciation of cultural dimensions which will in turn help firms to better align their quality practices towards the attainment of improved quality performance.Originality/valueWhereas the traditional literature on quality practices in its attempt to explain existing differences across countries addresses the issue of convergence or divergence of quality practices across countries, this paper analyses similarities and differences by comparing quality priorities, practices and performance across Hofstede's four cultural dimensions. The paper also proposes an original interpretative framework where variations in both quality practices and performance can be explained by some identifiable mechanisms either of “better fit” or “compensation”.

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Section: Methodsmentioning

confidence: 67%

Quality management: a cross‐cultural perspective

Vecchi

Brennan

2009

Cross Cultural Management

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“…As such, there was the valuable opportunity to conduct further research. Drawing on our recent work on innovation (Crowe et al, 2007;Vecchi & Brennan, 2009a, 2009b by endorsing an institution-based view (Peng & Pleggenkuhle-Miles, 2009;Luo et al, 2011) and by taking a cross-cultural perspective (Della Piana & Vivacqua, 2012;Capaldo et al, 2012a;Vecchi et al, 2013) we assessed the innovation performance of 952 firms across sixteen countries in order to identify their distinctive local innovation dynamics. By considering the Global Innovation Index 2013, the most innovative countries are namely Sweden, the UK, the Netherlands and Finland.…”

Section: Resultsmentioning

confidence: 99%

“…Although it appears that no real substantial effort has been made to study whether innovation is, or should be, managed differently in different national cultures (Hofstede, 1980;Shane, 1993;Hussler, 2004;Authors, 2009) we believe that national culture is equally a relevant lens through which the systematic comparison of similarities and differences would considerably improve our understanding of the innovation performance of European firms. Drawing on our existing work on innovation (Crowe, Vecchi, Brennan, & Coughlan, 2007;Vecchi & Brennan, 2009a, 2009bVecchi, Della Piana, & Cacia, 2013), by adopting a cross-cultural perspective (Della Piana & Vivacqua, 2012;Capaldo, Della Piana & Vecchi, 2012a;Vecchi et al, 2013) and by endorsing an institutionbased view in this paper we present an important yet understudied field in crosscultural management -the innovation performance of firms across European countries. In a recent review of cross-cultural management studies over the last five decades (Capaldo, Della Piana, Monteleone, & Sergi, 2012b), it emerges that Innovation Management, as a subject area still remains understudied.…”

Section: Introductionmentioning

confidence: 99%

“…As such, there is an opportunity to conduct valuable research. Drawing on our existing work on innovation (Crowe et al, 2007;Vecchi & Brennan, 2009a, 2009bVecchi et al, 2013) by taking a cross-cultural perspective (Della Piana & Vivacqua, 2012;Capaldo et al, 2012a;Vecchi et al, 2013) and by endorsing an institution-based view (Peng & Pleggenkuhle-Miles, 2009;Luo, Sun, & Wang Lu, 2011) in this paper we seek to assess the innovation performance of firms across sixteen European countries. The aim of this explorative study is to compare from a cross-cultural perspective the innovation performance of firms across sixteen European countries (Austria, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Poland, Portugal, Slovenia, Spain, Sweden, The Netherlands, the UK) in order to identify their distinctive local innovation dynamics.…”

Section: Introductionmentioning

confidence: 99%

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Innovation, institutions and cultures: Exploring the European context

Piana¹,

Vecchi²,

Vivacqua³

2015

mrev

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The aim of this explorative study is to provide a systematic mapping of the most innovative firms in Europe, in order to identify their distinctive local innovation dynamics in terms of geographical, sectoral and cultural distribution. The research seeks to assess whether innovation performance in Europe is "culture-specific". From the findings, it emerges that the most innovative clusters are the Nordic Cluster, the Anglo Cluster and the Germanic Cluster. This supports the idea that innovation performance is indeed "culture-specific".

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“…Knowledge management becomes an important managerial task and formulating a sound innovation strategy is an integral part of strategic management (Luo et al, 2008). Drawing on our recent work on business groups (Della Piana et al 2012a;Della Piana et al 2012b;Vecchi et al, 2013) and on innovation (Crowe et al, 2007;Vecchi and Brennan, 2009a;Vecchi and Brennan, 2009b) and by endorsing an institution-based view in this paper we present an important yet understudied field of international management -the innovation performance of business groups across China and India. The relationship between business group affiliation and firm performance in emerging countries is attracting substantial interest (Khanna and Palepu, 2000;Khanna and Rivkin, 2001;Chacar andVissa, 2005, Cuervo-Cazurra, 2006;Kedia et al, 2006;Gaur and Kumar, 2009;Zattoni et al, 2009;Choi et al, 2011;Hoskisson et al, 2013).…”

Section: Introductionmentioning

confidence: 92%

An Institutional-Based View of Innovation — An Explorative Comparison of Business Groups in China and India

Vecchi

Piana

Vivacqua

2015

Int. J. Innov. Mgt.

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The aim of this explorative study is to compare the innovation performance of business groups in China and India in order to identify their distinctive local innovation dynamics. Data collection mainly relied on two sources: The world's 142 countries ranked by the Global Innovation Index Report (2013) which provides information about the countries' institutional settings and the Joint Research Centre Database listing the world's top firms ranked by their investments in Research and Development from which we gathered information about the business groups. From the findings, it emerges that not only that China overperforms India in relation to all the Innovation Indexes but that their distinctive institutional environments tend to favour very different dynamics of innovation. More precisely, while China's regulatory environment tends to support a more conservative approach of business groups towards investments in traditional sectors, India's lack of infrastructures coupled by a more efficient regulatory environment tend to support more resourceful and creative approach. These different approaches also shape the geographical distribution of business groups' innovation performance in the two countries.

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Manufacturing strategy and innovation in indigenous and foreign firms: an international study

Cited by 4 publications

References 48 publications

Quality management: a cross‐cultural perspective

Quality management: a cross‐cultural perspective

Innovation, institutions and cultures: Exploring the European context

An Institutional-Based View of Innovation — An Explorative Comparison of Business Groups in China and India

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