The chief executive officer as corporate champion of technological innovation: aii empirical investigation

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

“…By virtue of their prominent position within the firm, strategic leaders are more capable of seeing environmental trends that affect the organization's future and providing more effective communication to the rest of the organization, and this leads to higher levels of organizational innovation (Papadakis and Bourantas, 1998). A second potential way that effective strategic leaders can positively influence organizational innovation is through the creation of an exciting vision of the future about successfully conducted innovation activity (Hansen and Kahnweiler, 1997).…”

“…Both theoretical discussions and empirical investigations have indicated that organizational acceptance and promotion of innovation require top management support and involvement (e.g., Drucker, 1985;Ireland and Hitt, 1999;Jassawalla and Sashittal, 2000). A few studies (e.g., Enns et al, 2003;Hansen and Kahnweiler, 1997;Papadakis and Bourantas, 1998;Thong and Yap, 1995) have shown that members of the top management team (TMT) play a critical role in innovation processes in organizations as well.…”

The Impact of Leadership Longevity on Innovation in a Religious Organization

“…A number of these studies have shown that leaders' demographic characteristics represent a major antecedent of organizational innovation. By virtue of their position within the organization, organizational leaders are more capable of perceiving and understanding relevant environmental trends and communicating them to the rest of the organization; this, in turn, leads to higher levels of organizational innovation (Papadakis and Bourantas, 1998). Another potential way that strategic leaders can positively affect organizational innovation is through the formulation of an exciting vision of the future which can only be achieved through successful innovation activity (Kanter, 1985).…”

Modelling the Innovation Process: A Multi-Case Comparison

“…Further forms are service and business model innovations, referred to by Hamel and Getz (2004) together with Davenport (2006), whilst Papadakis and Bourantas (1998) amongst others (for example Hesselbein, Goldsmith and Sommerville (2002)) identify technology and organisational innovations. The list continues including administrative innovations (Cooper, 1998) and management principles (Hamel, 2006).…”