Small Firm Innovation Performance and Employee Involvement

Andries, Petra; Czarnitzki, Dirk

doi:10.2139/ssrn.2014671

Cited by 41 publications

(64 citation statements)

References 143 publications

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“…By applying upper echelon theory, we analyze the effect of CEO innovation orientation on R&D intensity and contribute to recent literature that examines innovation orientation on the firm and TMT level (Kraiczy et al 2014a;Narver et al 2004) and to the literature that focuses on the importance of CEOs and their characteristics in small and medium-sized firms (e.g., Andries and Czarnitzki 2014;Wallace et al 2010). As hierarchies are often flat and managerial discretion of the CEO is often high in small and medium-sized firms, our study supports the importance of the CEO.…”

Section: Discussionmentioning

confidence: 99%

CEO innovation orientation and R&D intensity in small and medium-sized firms: the moderating role of firm growth

2014

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Although upper echelon literature has found evidence for the effect of executives' characteristics on firm strategy such as the level of research and development (R&D) intensity, research on how different behaviors, values, personalities, motivations, and experiences of executives influence the R&D intensity of small and medium-sized firms is scarce. Applying upper echelon theory, this study uses firm growth (sales and employee growth) as a contingency factor to analyze variations in the effect of chief executive officer (CEO) innovation orientation on R&D intensity in small and medium-sized firms. As research on the direct effect of firm growth on R&D intensity is inconclusive, this study applies firm growth as an indirect effect to show whether the impact of CEO innovation orientation on R&D intensity differs in times of low growth compared to times of high growth in small and medium-sized firms. Using a sample of 77 German CEOs of small and medium-sized firms operating in manufacturing industries, results show that CEO innovation orientation has a positive effect on R&D intensity, and firm growth affects this relationship. Specifically, high CEO innovation orientation has a positive effect on R&D intensity in firms with low growth, while its impact disappears in firms that experience strong growth. Implications and future research are discussed.

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Section: Discussionmentioning

confidence: 99%

CEO innovation orientation and R&D intensity in small and medium-sized firms: the moderating role of firm growth

2014

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“…In agreement with literature, we acknowledge that new employees provide novel and non‐redundant information to the firm (Burt, ; Levin & Cross, ). In addition, they offer different and new experiences, for instance, regarding product development (Andries & Czarnitzki, ; Cusumano, ; Eisenhardt & Schoonhoven, 1990).…”

Section: Findings and Case Discussionmentioning

confidence: 99%

Adapt and strive: How ventures under resource constraints create value through business model adaptations

Dopfer

Fallahi

Kirchberger³

et al. 2017

Creat Innov Manage

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This paper looks into how new ventures organize their business models in order to meet their available resources. It employs the business model as the unit of analysis to investigate the role and nature of business model adaptation as a coping mechanism with resource constraints. By drawing on a case study with two ventures starting with different resources, the paper shows how those ventures use business model adaptation under resource constraints as a way to create comparable offerings. Business model adaptation involves a process of continuous search, selection, and improvement in value creation, value proposition, and value capture, based on the surrounding environment. For the two new ventures included in this study, early business model adaptations were related to (1) market — geography and customer, (2) strategy — marketing, sales, and growth, (3) profit — profit formula and cost structure, and (4) structures, processes, and capabilities. This paper also shows how the adaptation process is conditioned by the venture's stock and flow of resources. Bringing a resource perspective into the process of business model adaptation implies practical implications for new ventures that are developing and adapting their business models to strategically co‐develop their offering with their resources such that they match required adaptations.

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“…Whole scientific communities are engaged in the development of toolkits and innovative indices in the West, for whom the index building systems are also not an end in itself but a source of empirical data for the formulation of a research position [20][21][22][23]. Certain complexity arises at the stage of choosing toolkits for analyzing the innovative activity of organizations.…”

Section: Methodsmentioning

confidence: 99%

Theoretical Justification and Calculation of the Integral Indicator Related to Innovative Activity of an Organization

Vasilieva¹,

Vasilyev²,

Данилова³

2018

IJET

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The current economic and political situation poses challenges for the further development of the Russian economy. Problems of the discrepancy between the existing economic, administrative, regulatory framework and the tasks set were identified during the implementation of the National Technological Initiative 2035. Problem of compatibility of social organization and ability of social systems to change is becoming urgent. To efficiently overcome the identified difficulties, it is necessary to develop the existing theories of organizational development (hereinafter -OD), the organization's innovative activity being an important component of many of them. Formation of empirical data is required for the formation of strategic plans within the framework of OD theories. The adapted author's system of innovative indicators was used to solve this problem in the study. Innovative activity of any organization can be viewed as a sequential cyclic passage of stages that generally describe the life cycle of any innovative product, from the moment of inception to achieving specific economic results while implementing the final innovative solution. A promising rating method is proposed as part of the adapted system to determine the share of innovatively active personnel in enterprises. This method can be successfully applied in an enterprise of any size and any branch of the economy. It is suggested to use wellestablished economic methods (dynamic approach, efficiency approach, dynamic efficiency approach), which allows to control and subsequently correct any aspects of the enterprise activity related to innovation at various stages of implementation of innovative ideas (projects). As a result, using an integrated assessment of the innovative activity of the enterprise as a source of empirical data to determine the dynamics of development of organizations in the population under consideration, as well as the main provisions of the population selection model of OD allows to identify organizations that produce "perfect change patterns" and model innovative and OD processes applied to a specific organization, given the forecasting of the results of the changes implemented in the market sector.Keywords: organizational development, efficiency of the organization, mechanisms and logic of changes, perfect samples, innovative activity, measurement of innovative activity, indicators of innovative activity, rating system of evaluation, dynamic approach, efficiency approach, dynamic efficiency approach, management of innovation-driven growth, system of innovative indicators.

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Small Firm Innovation Performance and Employee Involvement

Cited by 41 publications

References 143 publications

CEO innovation orientation and R&D intensity in small and medium-sized firms: the moderating role of firm growth

CEO innovation orientation and R&D intensity in small and medium-sized firms: the moderating role of firm growth

Adapt and strive: How ventures under resource constraints create value through business model adaptations

Theoretical Justification and Calculation of the Integral Indicator Related to Innovative Activity of an Organization

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