Organizational Innovation: Individual, Organizational, and Environmental Impacts

Baldridge, J. Victor; Burnham, Robert A.

doi:10.2307/2391692

Cited by 400 publications

(226 citation statements)

References 7 publications

Supporting

Mentioning

192

Contrasting

Unclassified

Order By: Relevance

“…These mechanical structures favour the improvement of existing products, processes and methods, that is, incremental innovation performance, but can generate strong pressure against radical changes from the status quo, which provide uncertain returns (Zhou and Wu, 2010). The inclusion of the internal control variable 'number of hierarchical levels' allows us to test the robustness of the results of the effect of size on both types of innovation performance, as the literature has considered it a good indicator of firm's size (Baldridge and Burnham, 1975;Jones and Butler, 1992).…”

Section: Structural Modelmentioning

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

408

269

View full text Add to dashboard Cite

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.

show abstract

Section: Structural Modelmentioning

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

408

269

View full text Add to dashboard Cite

show abstract

“…The more traditional explanation is that gatekeepers are a primary linking mechanism to external sources of information; information simply flows through these key individuals to the more local members of the network (Tushman, 1977;Baldridge andBurnham, 1975, Pettigrew, 1972;Whitley and Frost, 1973). From this perspective, relevant external information exists in subunits because of the boundary spanning activities of gatekeepers.…”

Section: Role Of Gatekeepersmentioning

confidence: 99%

“…The evolution of local languages and coding schemes helps the unit deal with its local information processing requirements; yet, it also hinders the unit's effective acquisition and interpretation of information from external areas. External information is vital, however, both in terms of feedback (Ashby,I960) and for evaluating and acting on the unit's environment (Arrow, 1978;Utterback, 1974 (Schwartz and Jacobson, 1977), between R&D laboratories and external areas (Whitley and Frost, 1973), between knowledge generators and knoweldge users (Sundquist, 1978;Crane, 1972), between different components of school systems (Baldridge and Burnham, 1975), and between early and late adopters of innovation (Rodgers and Shoemaker, 1971;Coleman, Katz and Menzel, 1966), have all been shown to occur in a two-step process.…”

mentioning

confidence: 99%

External Communication and Project Performance: An Investigation into the Role of Gatekeepers

1980

View full text Add to dashboard Cite

Research indicates that certain boundary spanning individuals, labelled gatekeepers, can be an important linking mechanism between organizations and their external environments. This study investigates the role of gatekeepers in the transfer of information in a single R&D setting by comparing directly the performance of project groups with and without gatekeepers. Results indicate that gatekeepers perform a linking role only for projects performing tasks that are locally oriented, while universally oriented tasks were most effectively linked to external areas by direct project member communication. Evidence also suggests that gatekeepers do more than mediate external information; they appear to facilitate the external communication of their more local project colleagues. Direct contact and contact mediated by gatekeepers, then, are two contrasting ways to link project groups with their external areas. The relative effectiveness of these linking mechanisms is contingent on the nature of the project's work.communications, organizational studies: behavior, research and development

show abstract

“…Since the technologies involved in technical service work are less complex and more easily dealt with and understood by the management of the organization, the formal organization, through its hierarchy, provides the majority of information required by personnel in technical service areas (Carlson, 1964;Pettigrew, 1973;Baldridge and Burnham, 1975 It is in this context that several investigators have discovered an "opinion leader" role to be important (Katz, et.al., 1963;Carlson, 1964). Opinion leaders, in these studies, unlike gatekeepers, tended to be managers.…”

mentioning

confidence: 99%

Technology Transfer as a Function of Position in the Spectrum from Research Through Development to Technical Services.

Allen¹,

Tushman²,

Lee³

1979

Academy of Management Journal

184

View full text Add to dashboard Cite

Organizational Innovation: Individual, Organizational, and Environmental Impacts

Cited by 400 publications

References 7 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?

External Communication and Project Performance: An Investigation into the Role of Gatekeepers

Technology Transfer as a Function of Position in the Spectrum from Research Through Development to Technical Services.

Contact Info

Product

Resources

About