Trajectories of innovation: A new approach to studying innovation performance

Juliao‐Rossi, Jorge; Forero‐Pineda, Clemente; Losada-Otálora, Mauricio; Peña-García, Nathalie

doi:10.1016/j.jbusres.2019.11.026

Cited by 20 publications

(11 citation statements)

References 81 publications

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“…As the business environment is uncertain and dynamic, firms need to learn quickly how to reduce the reverse effect of uncertainty and ambiguity by creating dynamic core competencies to exploit market opportunities. There has been a consensus view in the extant literature (Tidd et al, 2005;Teece, 2000;Zhou and Wu, 2010;Hashi and Stojcic, 2010;Juliao-Rossi et al, 2019) that innovation strategy does have a significant role in sustaining business growth, in particular, and achieving developmental goals, in general. Thus, firms must ensure that their business strategies are innovative to gain and maintain a competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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Purpose The purpose of this study is to empirically investigate the mediating role of knowledge management (KM) in the linkage between organizational factors, namely, organizational culture (OGCUL) and leadership and management support (LMS) and innovation in medium- and large-scale manufacturing firms in Ethiopia. Design/methodology/approach A sample of 200 firms has been used to gather data using simple random sampling and to test the proposed hypotheses. Structural equation modeling and cross-sectional design were used to analyze the data using LISREL 8.80 SIMPLIS program software tool. Findings Organizational factors (i.e. OGCUL and LMS) are positively associated with KM and innovation. KM constructs, namely, knowledge sharing, knowledge conversion and knowledge storage, have a significant positive influence on innovation. Knowledge sharing mediates the relationship between organizational factors and innovation. Research limitations/implications This study has three potential limitations: first, this study is based on a cross-sectional research design. Future research should include longitudinal design to get in-depth insights into the causal inferences. Second, only a few Ethiopian medium- and large-scale manufacturing firms were included in the sample. As a suggestion for future research, other researchers can include small-scale enterprises using large sample sizes and should examine the effects of organizational factors, KM and innovation across different industries. Finally, this study has only focused on investigating the mediating role of knowledge sharing between organizational factors and innovation. Future research should test the mediating role of the KM process and its constituents (knowledge acquisition, knowledge conversion, knowledge sharing and knowledge storage) between organizational factors and specific aspects of innovation to gain a full understanding of the critical role of KM in organizational innovation. Practical implications The findings of this study would serve as a guide for policy-makers and managers of manufacturing firms in developing countries in the formulation of policies and long-term strategies. It may also provide a better understanding of the causal relationship between organizational factors, KM and innovation, which in turn has value to directors and managers in manufacturing firms in developing countries as a reference for building a good OGCUL, serving as practical guidance for effective leadership and providing organizational or management support. Specifically, the findings would have the following practical implications: first, firms need to have a combination of KM processes (such as acquisition, storage, sharing and conversion). In practice, developing countries such as Ethiopia have based their innovation strategy on knowledge and technology acquisition through encouraging foreign direct investment. It is not in doubt that Ethiopia has been benefiting from the strategy as a lot of foreign companies have opened their subsidiaries in the country. However, in the authors’ view, more emphasis on knowledge acquisition strategy would not take a firm a long time to sustain its innovative activity because it is likely available to firms operating in the same industry, as well as it may hurt a firm’s competitive advantage. In addition, by its nature, knowledge may not be retained for future use; it may expire soon. Second, the current highly impulsive and rapid change in the business environment changes the way firms have to operate and deliver products or services. Knowledge (both tacit and explicit) is a resource that can provide a competitive advantage if used well for the intended purpose. In real practice, firms often face challenges in determining where to get knowledge from and how to value or manage it. Besides, knowledge can be obtained from three sources: knowledge can exist in individuals’ minds (skills, experience, ideas and insight); knowledge can dwell in a group, which we can call collective knowledge (a team of scientists or researchers); and knowledge can be embodied in an organization's systems, tools, procedures, policies, etc. Knowledge cannot be a valuable resource unless it is obtained and used in designing or producing a product or service. To integrate knowledge with business strategies, there should be a platform or framework that helps to manage it properly. Firm managers, policy-makers and other concerned bodies would consider the three sources of knowledge to foster innovative activities and obtain a competitive advantage. In addition, the authors recommend more emphasis be placed on firm-specific factors (such as OGCUL, leadership, management support and KM) to enhance the innovative capacity of a firm. Finally, the most critical issue to be raised while designing an innovation strategy would be employees’ willingness and passion to collaborate with others to develop new ideas, share ideas or implement policies. As knowledge resides in individuals’ minds, the knowledge holder should have a passion to share it with those working with him or her. In practice, knowledge sharing depends extremely on the passion and voluntariness of the two parts: knowledge provider and receiver. Therefore, firm managers would design a platform on how to motivate individuals to share their skills, experience and ideas with others through providing incentive packages, punishment and commitment. In this regard, the authors believe that the results would help individuals who are in the position to manage or regulate the manufacturing sector in designing innovation policies, KM policies or technology management policies and business strategies. Originality/value This study provides new empirical insight into the relationships between organizational factors (such as OGCUL and LMS), KM and innovation in a large sample of firms. To date, the empirical research on these relationships has been mainly limited to descriptive case studies (Chen and Huang, 2009; Zack et al., 2009; Donate and Guadaumillas, 2011), and there is thus a lack of empirical evidence with large samples of firms. Furthermore, there is a scarcity of studies investigating the relationship between organizational factors, KM and innovation in developing countries, especially in Ethiopia. This paper intends to fill this gap and nurture future research studies in the area.

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Section: Introductionmentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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“…This unusual phenomenon is called the trigger effect of depression. Interestingly, it is depression that triggers the innovation process [11,12]. Examples of depression in different years and their analysis are shown in fig.…”

Section: Resultsmentioning

confidence: 99%

Study of periodic processes of changing the number of innovations in relation to Kondratiev cycles

et al. 2020

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In this paper, we propose a Supplement to the theory of the emergence of innovations in long Kondratiev cycles. The regularities of the emergence of crisis phenomena and the contribution of J. Schumpeter to the development of the innovative economy are considered. A comparative analysis of Marketing strategies is carried out. Schumpeter and N. D. Kondratiev, identified distinctive factors and common combinations. The stages of long wave cycles over several decades are analyzed. The analysis revealed innovative peaks that occur in the middle of the depression phase, followed by stages of economic activity growth after a certain period of time. The authors studied the theory of the trigger effect of depression, similar to the trigger action, which results in an avalanche of innovation growth. To confirm the theory of the existence of the “trigger effect of depression”, statistical data on the number of patents and applications filed in Russia and the United States for several decades, which are indicators of innovation activity, are presented. The authors put forward a hypothesis about the possibility of describing the periodic change in the number of innovations over time using “parametric resonance” models and the Mathieu equation.

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“…Innovation emphasizes the successful implementation of innovative ideas ( Amabile, 1988 ; Staw, 1990 ; Unsworth et al, 2000 ; Hammond et al, 2011 ; Montani et al, 2018 ), and these ideas may provide leaders not only with valuable information about emerging work-related problems but also with a creative resolution of these problems emerging in leaders’ domain of responsibility. Researches confirmed that members’ creative performance is beneficial and vital to teams, enterprises, and large social groups ( Janssen et al, 2004 ; Yuan and Woodman, 2010 ; Juliao-Rossi et al, 2020 ). Employee innovative behavior is recognized and encouraged by leaders because it is beneficial to organization survival in the modern competitive environment.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 86%

Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators

2022

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IntroductionMost previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the “double–edged sword” effect of employee innovative behavior on workplace wellbeing.MethodsBased on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses.ResultsEmpirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported.DiscussionThe findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.

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Trajectories of innovation: A new approach to studying innovation performance

Cited by 20 publications

References 81 publications

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Study of periodic processes of changing the number of innovations in relation to Kondratiev cycles

Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators

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