Organizational antecedents of second‐order competences

Danneels, Erwin

doi:10.1002/smj.684

Cited by 585 publications

(645 citation statements)

References 104 publications

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“…Internal knowledge creation capability entails the addition of new components in the firm's knowledge base through organizational creativity, experience, apprenticeship, experimentation, R&D, and problem solving (Bontis et al, 2002;Nonaka, 1994;Smith et al, 2005). It also covers renewal of the knowledge stock through firm's employees exchanging their existing knowledge and combining it in new ways (Danneels, 2008;Helfat and Peteraf, 2003;Rosenkopf and Nekar, 2001;Zollo and Winter, 2002). As Smith et al (2005) point out, implicit in the notion of exchange is the assumption that individuals hold different levels and types of knowledge and they will engage in teamwork and communication to learn from one another.…”

Section: Theoretical Frameworkmentioning

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

401

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: Theoretical Frameworkmentioning

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

401

269

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“…It is also pointed out that the level of innovativeness in an organisation is connected with such organisational culture that supports learning processes, collective decision-making, and the right to experiment and make mistakes (Danneels 2008). According to Dobni (2008a, b), innovation culture is characterized with solution-seeking orientation, values teamwork, supports fast decision-making, and fosters trust and respect in employees.…”

Section: Organisational Culture and Innovativenessmentioning

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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“…Competences are overarching resources that combine other resources by enabling a person or a business to accomplish a particular task (Danneels, 2008). For instance, customer competences include human resources such as the knowledge of customer needs, customer purchasing procedures, competitors, distribution and sales access to customers, customer willingness, and communication channels that enable an entrepreneur to serve a particular customer group (Danneels, 2008).…”

Section: New Value Propositionmentioning

confidence: 99%

Step-Change: Micro-Entrepreneurs’ Entry into the Middle-Class Market

Daouda

Ingenbleek

Trijp

2016

Journal of African Business

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With upcoming middle classes in Africa, micro-entrepreneurs witness new opportunities that can potentially lift them out of poverty. Exploiting these opportunities requires entrepreneurs to make a 'step-change' away from the bottom of the pyramid to middle-class markets. This process hosts potential conflicts between informal-sector and formal-sector stakeholders as it requires both new resources and continued access to existing resources. By taking a strategic marketing perspective, this study labels and defines the phenomenon of step-change and offers an explanatory conceptual framework for it. The article draws implications for business development, the gender debate, as well as academic research.

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Organizational antecedents of second‐order competences

Cited by 585 publications

References 104 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

Step-Change: Micro-Entrepreneurs’ Entry into the Middle-Class Market

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