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Innovative Performance (innovative + performance)
Selected AbstractsThe Regional Environment and a Firm's Innovative Performance: A Plea for a Multilevel Interactionist ApproachECONOMIC GEOGRAPHY, Issue 2 2007Sjoerd Beugelsdijk Abstract: Following the recent critical debate on the role of the firm versus that of the region, this article contends that for a true test of the importance of the role of the region for a firm's innovative performance firm-specific heterogeneity needs to be minimized. Empirical studies have tended to deduce that the region matters from the macrophenomenon of regional clusters of economic activity. This deduction has led to an ecological fallacy, in which global phenomena or data aggregates that are actual representations of lower-level phenomena cannot be generalized to those lower levels. This article argues that if researchers want to analyze how a firm's environment affects its performance, they need to include firm-level strategy and structure. As an empirical illustration of this argument, the article presents a test,controlling for a number of firm-specific factors,of whether regional characteristics like the intensity of regional research and development (R&D), the number of R&D workers in the region, and the presence of a research institute are significantly related to a firm's ability to produce innovations. The findings suggest that the firm-specific drivers of innovation are more important than is a firm's regional environment. The article concludes that a renewed focus on the main actors and their interrelationships is needed, particularly those that involve the exchange of knowledge, to assess the extent to which such interactions are carried out within bounded territories. [source] Relational quality and innovative performance in R&D based science and technology firmsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2006Marc Thompson The knowledge-based view of the firm implies that the innovative performance of R&D based organisations is strongly influenced by the quality of their relational capital. However, the quality of the employment relationship has been underplayed in this perspective. A model is developed that tests the quality of three dimensions of the employment relationship , the psychological contract, affective commitment and knowledge-sharing behaviours , and their consequences for innovative performance amongst 429 R&D employees in six different science and technology based firms. Analysis found that affective commitment plays an important role in mediating psychological contract fulfilment on knowledge-sharing behaviour, which in turn is strongly related to innovative performance. More specifically, fulfilment of the job design dimension of the psychological contract has an independent positive association with innovative performance, whereas fulfilment of the performance pay dimension is negatively associated. [source] The effect of organizational culture on knowledge management practices and innovationKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2010Mario J. Donate In this paper we analyze the relationships between certain knowledge management (KM) practices, organizational culture, and the technological results of companies. In the last few years, KM literature has highlighted the important role of cultural values on the way KM processes are developed and applied in organizations. From this viewpoint, and focusing on a set of knowledge storage and transfer practices, we try to empirically analyze the existence of a multiplier effect of the knowledge-centered organizational culture on the relationship between these kinds of knowledge practices and the technological performance of firms. The results of the empirical study show the existence of a significant moderating effect, although the consequences on the innovative performance in terms of product or process technologies are found to be different, depending on the practice (storage or transfer) which is considered. Copyright © 2010 John Wiley & Sons, Ltd. [source] Training for innovation in India: Cultural considerations and strategic ImplicationsPERFORMANCE IMPROVEMENT QUARTERLY, Issue 2 2008L. Roxanne Russell Global organizations with personnel in India rank innovation as a primary workforce development objective to stay competitive in the global market (NASSCOM, 2007). This analysis reviews relevant literature for evidence of cultural factors that stand in the way of innovative performance in Indian personnel and discusses implications for the design of interventions. Findings in the literature indicate possible knowledge gaps resulting from higher education quality assurance problems and high turnover in the job market, underrecognition of creative and practical intellectual abilities owing to testing practices, and restrictions on creative tendencies stemming from hierarchical structures and external pressures. Instructional design implications include the use of diagnostics, transformational learning strategies, and systemic reinforcement initiatives. [source] Network board continuity and effectiveness of open innovation in Swedish strategic small-firm networksR & D MANAGEMENT, Issue 1 2009Joakim Wincent Increasing adoption of open innovation as an alternative route to research and development necessitates the development of new ways to organize innovation, as well as reassessment of existing ways. Much like traditional corporations that subscribe to the closed innovation paradigm, novel organizational arrangements targeting open innovation, such as small-firm networks, employ boards to effectively manage joint research-and-development activities. These boards are similar yet different from traditional corporate boards; as such, they may have different requirements for proper functioning. We use 5-year longitudinal data on 53 Swedish strategic small-firm networks to investigate how the boards should be organized to help improve the innovative status of network participants. We expand the set of tools available for effective organization of the boards' operations and emphasize the effects of network board continuity (rates of renewal) on network members' innovative performance. We argue that the relationship is curvilinear (U-shaped) and demonstrate that it is more pronounced in larger networks. [source] Communication as a determinant of organizational innovationR & D MANAGEMENT, Issue 1 2000Mika Kivimäki This study of 32 small and medium-sized industrial enterprises explored eight distinct aspects of communication, as appraised by the staff (n = 493), and innovative performance, assessed by two indicators: perceived innovation effectiveness and patent statistics obtained from the Patent Register at the National Board of Patents and Registration of Trademarks. The results showed that intra-organizational aspects of communication, such as encouragement of initiatives and critical evaluation of performance, were associated with both indicators of innovative performance. In addition, a participative climate and interaction between the personnel in R&D, marketing and production were related to perceived innovative effectiveness, whereas interaction with clients and other firms related to the number of patents in the organization. The link between communication and innovation was interdependent with the organizational and staff characteristics including the number of personnel, administrative and R&D intensity, the level of vocational training, and the age distribution of the staff. [source] The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2007Mette Praest Knudsen The relationship and network literature has primarily focused on particular partner types, for example, buyer,supplier relationships or competitor interaction. This article explores the nature and relative importance of different types of interfirm relationships for new product development (NPD) success. The underlying premise of the study is that not only the type of interfirm relationships but also the combination of relationships are important for NPD performance. The interaction with a specific type of partner is expected to influence innovative performance by means of appropriate knowledge transfer. Varying needs for external knowledge, and thus types of relationships, are observed depending on the particular stages in the NPD process, the character of the knowledge base of the firm, and the industrial conditions. The absorption of external knowledge is discussed using the degree of redundancy in knowledge, which is defined as the degree of overlap in the knowledge base of the sender and the recipient of knowledge. Hence, the degree of redundancy has direct implications for the ease and, hence, use of knowledge shared with an external partner. The article is based on data from the Know for Innovation survey on innovative activities among European firms, which was carried out in 2000 in seven European countries covering five industries. The article explores the extent of use of external relationships in collaborative product development and finds that customers are involved more frequently in joint development efforts. Second, the industry association of the most important relationship is studied, and the results show that firms tend to partner with firms from their own industry. The danger in this approach is that firms from their own industry tend to contribute similar knowledge, which ultimately may endanger the creation of new knowledge and therefore more radical product developments. The analyses combine the finding that relationships with customers are used most frequently at both early and late stages of the product development process, with a second and more contradictory finding that at the same time customer relationships have a negative impact on innovative success. Moreover, the combination of customers, with both universities and competitors, has a significant negative effect on innovative performance. The potential causes of this apparent paradox can be narrowed down to two: (1) the average customer may be unable to articulate needs for advanced technology-based products; and (2) the average customer may be unable to conceptualize ideas beyond the realm of his or her own experience. Based on this evidence the article cautions product development managers to think explicitly about what certain customers can contribute with and, more importantly, to match this contribution directly with their own sense of what direction product development should go in the future. Finally, the role of complementary as well as supplementary knowledge is investigated for innovative success finding that sharing of supplementary knowledge with external partners in NPD leads to a positive effect on innovative performance. The article is concluded by a discussion of the implication of this finding for building knowledge within the firm and for selecting external partners for NPD. [source] | ||||||||||