Top Management Attention to Innovation: The Role of Search Selection and Intensity in New Product Introductions

Li, Qiang; Maggitti, Patrick G.; Smith, Ken G.; Tesluk, Paul E.; Katila, Riitta

doi:10.5465/amj.2010.0844

Cited by 314 publications

(325 citation statements)

References 130 publications

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“…Gardner, 1985;Nelson, 1979;Taylor & Fiske, 1978). Prior research has shown that executives pay more attention to issues that subordinates portray as more novel (Dutton et al 2001), and unfamiliar terrains are more likely to capture search attention during new product development (Li et al, 2013). Similarly, in an online discussion forum, problems that are novel relative to other problems are likely to stand out more, and thus attract attention.…”

Section: Problem Characteristicsmentioning

confidence: 99%

Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Haas

Criscuolo

George

2015

AMJ

209

143

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Section: Problem Characteristicsmentioning

confidence: 99%

Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Haas

Criscuolo

George

2015

AMJ

209

143

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“…Hence, the perception of opportunity is likely to be greater when customers are involved in and committed to the innovative activities, and this increases the tendency for an organization to engage in experimentation and divergent thinking (Gilbert, 2005). As a result, customer co-creation strategies influence the opportunity perception of managers, their locus of search, and the intensity of that search (Li et al, 2013), and therefore their tendency to engage in exploratory behavior when needed. Based on this reasoning, we argue: Hypothesis 2.…”

Section: Managerial Attention As the Link Between Customer Co-creatiomentioning

confidence: 99%

“…Managers are not equally successful in doing so, because the high levels of uncertainty and embryonic nature of technologies and markets (Day and Schoemaker, 2010) and the complexity caused by the proliferation and diversity of factors and challenges in the environment (Miller and Friesen, 1983;Tan and Litschert, 1994) give rise to cognitive challenges for managers. Hence, organizational responses to a technological change are related to their managers' ability to overcome such cognitive challenges and to correctly interpret the timing, magnitude, and scope of change (Barr, 1998;Cho and Hambrick, 2006;Eggers and Kaplan, 2009;Kaplan et al, 2003;Li et al, 2013;Ocasio, 1997).…”

Section: Managerial Attention and Exploratory Behavior In Emerging Fimentioning

confidence: 99%

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Khanagha

Volberda²,

Oshri³

2017

Long Range Planning

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Prior research has emphasized the importance of organizational focus on exploratory behavior in response to the emergence of a revolutionary core technology and the associated uncertainties. The question of why some organizations are more successful than others at realizing and reacting to such a need has not yet been fully addressed. In particular, empirical evidence on the effects of customer orientation on the effectiveness of organizational responses to major technological changes is somewhat mixed. We develop and test a theoretical argument in which we emphasize an indirect link between customer involvement in innovation processes and exploratory behavior in emerging technology fields. In so doing, first we illustrate the part played by two managerial factors -attention to the technology and the introduction of non-routine organizational adaptations -in enabling exploratory activities such as experimentation and search for unfamiliar knowledge in a new technology field. Second, we discuss how customer co-creation contributes to both of these managerial factors and, consequently, indirectly stimulates exploratory behavior in these conditions. We provide empirical support for our related theoretical framework by means of six case studies and a survey among 131 companies that were adopting a similar emerging technology; i.e., Cloud computing.

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“…As transformational leaders are more adept at obtaining trust and legitimacy from outsiders (Sparrowe and Liden, 2005), they can help their TMT members access the alliance resources and external support that are essential to innovation. In summary, TFL can facilitate boundary-spanning behaviors of TMT members, leading to higher ESC and enhancing innovation (Li et al, 2013). Thus:…”

mentioning

confidence: 99%

Transformational leadership, social capital and organizational innovation

Chen

Zheng

Yang

et al. 2016

LODJ

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(2015),"Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing", Management Decision, Vol. 53 Iss 5 pp. 894-910 https://doi.org/10.1108/MD-07-2014-0464 Access to this document was granted through an Emerald subscription provided by All users group For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach -Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings -Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications -Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value -The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms -internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

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Top Management Attention to Innovation: The Role of Search Selection and Intensity in New Product Introductions

Cited by 314 publications

References 130 publications

Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Transformational leadership, social capital and organizational innovation

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