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Innovative Capacity (innovative + capacity)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	80%

Selected Abstracts

Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance

JOURNAL OF MANAGEMENT STUDIES, Issue 1 2008
Kimberly A. Eddleston
abstract We apply the resource-based view of the firm to the study of family firms by investigating how a family specific resource (reciprocal altruism) and a firm specific resource (innovative capacity) contribute to family firm performance. We then examine how the impact of these resources is moderated by strategic planning and technological opportunities. Our findings suggest that family firms can benefit from emphasizing the positive aspects of kinship and from developing innovative capacities. As such, we demonstrate that not only do firm specific resources contribute to family firm performance, but also that family relationships can be a source of competitive advantage for a family firm. In addition, we found a heightened importance of reciprocal altruism in environments rich in technological opportunities, and that strategic planning is more important for those family firms that lack innovative capacities. [source]

Networking and innovation: a systematic review of the evidence

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3-4 2004
Luke Pittaway
Recent work on competitiveness has emphasized the importance of business networking for innovativeness. Until recently, insights into the dynamics of this relationship have been fragmented. This paper presents a systematic review of research linking the networking behaviour of firms with their innovative capacity. We find that the principal benefits of networking as identified in the literature include: risk sharing; obtaining access to new markets and technologies; speeding products to market; pooling complementary skills; safeguarding property rights when complete or contingent contracts are not possible; and acting as a key vehicle for obtaining access to external knowledge. The evidence also illustrates that those firms which do not co-operate and which do not formally or informally exchange knowledge limit their knowledge base long term and ultimately reduce their ability to enter into exchange relationships. At an institutional level, national systems of innovation play an important role in the diffusion of innovations in terms of the way in which they shape networking activity. The paper provides evidence suggesting that network relationships with suppliers, customers and intermediaries such as professional and trade associations are important factors affecting innovation performance and productivity. Where networks fail, it is due to inter-firm conflict, displacement, lack of scale, external disruption and lack of infrastructure. The review identifies several gaps in the literature that need to be filled. For instance, there is a need for further exploration of the relationship between networking and different forms of innovation, such as process and organisational innovation. Similarly, we need better understanding of network dynamics and network configurations, as well as the role of third parties such as professional and trade associations. Our study highlights the need for interdisciplinary research in these areas. [source]

Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance

Relationships between innovation stimulus, innovation capacity, and innovation performance

R & D MANAGEMENT, Issue 5 2006
Daniel I. Prajogo
This paper examines the integration of the human and technological aspects of innovation management by modelling the innovation stimulus , innovation capacity relationship in determining innovation performance. The research framework developed in this study was tested amongst 194 managers of Australian firms. The survey responses indicate that both the relationships between innovation stimulus and innovation capacity and between innovation capacity and innovation performance are significant and strong. However, innovation stimulus does not show any direct effect on innovation performance, suggesting that its effect is mediated through innovation capacity. The overall practical implication that can be drawn from the findings is that to achieve high innovation performance, organizations first need to develop the behavioural and cultural context and practices for innovation (i.e. stimulus), and only within such conducive environments is it possible for organizations to develop innovative capacity in research and development and technology so as to more effectively deliver innovation outcomes and performance. [source]

Challenges and trade-offs in corporate innovation for climate change

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2010
Jonatan Pinkse
Abstract The international debate on addressing global climate change increasingly points to the role that companies can play by using their innovative capacity. However, up till now companies have been rather cautious in taking decisive steps in facilitating an innovation-based transition towards a low-carbon economy. This paper conceptually explores some key challenges related to innovating for climate change, in the broader context of technological change, complementary capability development and sociotechnical systems, to point to trade-offs to be made by companies. We adopt a firm-level perspective to discuss (a) how companies strike a balance between further development and deployment of emissions-reducing technologies, in view of the fact that there is no ,silver bullet' solution for climate change yet, (b) how and in what way low-carbon solutions are brought to the market, by targeting consumers in either mainstream markets or niche markets, and (c) to what extent the success or failure of climate change innovations depends on companies' bargaining power and willingness to cooperate with others. The paper shows how several industry- and firm-specific factors , technological dynamism, complementarity between new technologies and existing assets, and ownership of specialized assets for commercialization , influence how companies strike a balance between the different trade-offs and deal with the uncertainty created by the current ,climate policy deadlock'. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. [source]