Rethinking organizational learning orientation on radical and incremental innovation in high-tech firms

Sheng, Margaret L.; Chien, Iting

doi:10.1016/j.jbusres.2015.12.046

Cited by 186 publications

(210 citation statements)

References 53 publications

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“…According to the results, the impact of learning orientation on innovation performance is positive but weakly significant. This result is consistent with previous studies (Calantone et al, 2002;Rhee et al, 2010;Sheng & Chien, 2016) in which learning orientation showed to be closely related to innovative activities of the organization. If there is a learning orientation in an organization, a desire to develop learning activities like investment in education and training (Calantone et al, 2002;Jyoti & Dev, 2015), creation and implementation of knowledge (Baba, 2015), collecting knowledge and information from different sources (Abdulai Mahmoud & Yusif, 2012), sharing knowledge across the organization and acceptance of new ideas (Calantone et al, 2002) promote.…”

Section: -Discussion Of the Resultssupporting

confidence: 93%

Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

Kumar

Jabarzadeh

Jeihouni

et al. 2020

SCM

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Section: -Discussion Of the Resultssupporting

confidence: 93%

Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

Kumar

Jabarzadeh

Jeihouni

et al. 2020

SCM

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“…En la revisión de la literatura empírica sobre el tema se han llevado a cabo diversos estudios que soportan la relación entre la orientación al aprendizaje y la innovación, siendo este el caso de las empresas de alta tecnología y emprendedoras con una mayor capacidad en alguna área particular, pues tienen un impacto positivo en el aprendizaje y la innovación incremental (Sheng y Chien, 2016). La innovación impacta en la mejora de resultados de las pymes y tiene como antecedente la orientación al aprendizaje (Keskin, 2006).…”

Section: Orientación Al Aprendizaje E Innovaciónunclassified

El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes

Martínez

Serna

2017

RICEA

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Vol. 6, Núm. 11Enero -Junio 2017 RICEA El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes estructurales para analizar una muestra de 250 pymes. Los resultados señalan que el marketing interno y la orientación hacia el aprendizaje influyen positivamente en la innovación.Asimismo se comprueba que el marketing interno ejerce un efecto positivo estadísticamente significativo a un nivel de p<0.01 con un coeficiente path estandarizado de 0.218, con un valor t=(2.583) y la orientación al aprendizaje a un nivel de p<0.01 con un valor del coeficiente path estandarizado de 0.251 y valor t= (2.840). Para la implementación de ambas estrategias, recurso humano resulta es la clave para que los directivos dirijan sus esfuerzos; ambas estrategias (marketing interno y orientación al aprendizaje) se complementan para incrementar la innovación en productos, procesos y gestión.Palabras claves: Marketing interno, orientación al aprendizaje, innovación, PYME. AbstractHuman capital has become a task in continuous evolution, given the importance that represents for organizations, por otro lado, on the other hand, innovation in organizations brings competitive advantages for the market that serve. The scientific literature on the subject identifies two orientations that are background to generate higher levels of innovation: the internal marketing and learning orientation. Certainly, human capital is the basis for its implementation. The objective of the present study was to examine whether the level of innovation rises also by the increase in the ratio of internal marketing and learning orientation, in other words, if they are constructs history to the capacity for innovation in Small and Medium-sized Enterprises ( Also checks to see that the internal marketing has a statistically significant positive effect to a level of p<0.01 with a coefficient standardized path of 0.218, with a value t=(2.583) and orientation to learning at a level of p<0.01 with a standardized 0.251 path coefficient value and value t = (2.840). Is for the implementation of both strategies, human resources is the key to managers directing their efforts; both strategies (internal marketing and learning-oriented) complement each other to boost innovation in products, processes and management. Revista Iberoamericana de Contaduría, Economía y Administración ISSN: 2007 -9907Vol. 6, Núm. 11 Enero -Junio 2017 RICEA Key Words: internal marketing, orientation to learning, innovation, SME. ResumoCapital humano tornou-se uma tarefa em constante evolução, dada a importância que representa para as organizações; Por outro lado, a inovação nas organizações traz vantagens competitivas para o mercado a que servem. A literatura científica sobre o assunto identifica duas orientações que são importantes antecedentes de gerar níveis mais elevados de inovação: mercado interno e orientação de aprendizagem. Sem dúvida, o capital humano é a base para a implementação. O objetivo deste estudo foi analis...

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“…This requires the creation of new knowledge to facilitate the creation of substantially new products (Benner & Tushman, 2003). Knowledge will allow to create different features that can be observed in existing products and markets (Sadovnikova, Pujari, & Mikhailitchenko, 2016;Sheng & Chien, 2016). It is not surprising that the literature indicates that a balance between the two types of innovation to achieve competitive advantages in the short and long term is required (Forés & Camisón, 2016).…”

Section: The Importance Of Radical Innovationsmentioning

confidence: 99%

Network Effects on Radical Innovation and Financial Performance: An Open-mindedness Approach

Perin

Sampaio

Jiménez

et al. 2016

BAR, Braz. Adm. Rev.

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This study examines how companies can achieve high performance through certain organizational behaviors (open-mindedness and social networks) and innovation. The impact of open-mindedness in defiance of basic assumptions and processes could motivate the use of internal and external networks. These social networks are the cornerstone for the creation of knowledge and the construction of radical innovations, which in turn trigger the transformation new knowledge into organizational performance. We use structural equation modelling (SEM) to test our research model and hypotheses in a sample of 324 companies from the Brazilian industrial sector. Data were collected by a regular mail survey. The study brings a proper understanding that radical innovations play a crucial role for organizational performance in emerging economies. Results also show that open-mindedness is associated with both internal networks and external social networks. In addition, the external social network mediates the effects of open-mindedness on the internal social network. Finally, external social networks have an indirect influence on radical innovations, through internal social networks, and a direct effect on organizational performance.

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Rethinking organizational learning orientation on radical and incremental innovation in high-tech firms

Cited by 186 publications

References 53 publications

Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes

Network Effects on Radical Innovation and Financial Performance: An Open-mindedness Approach

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