A reexamination of product and process innovations using a knowledge-based view

Gopalakrishnan, Shanthi; Bierly, Paul E.; Kessler, Eric H.

doi:10.1016/s1047-8310(99)80007-8

Cited by 181 publications

(160 citation statements)

References 34 publications

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“…We found that process innovations were more likely to be internally sourced, more costly to implement and also perceived as more effective. An earlier study found that process innovations were more tacit, more systemic and more complex than product innovations (Gopalakrishnan et al, 1999). This lends further support to our theory that the knowledge-based typology should be used in conjunction with existing typologies of innovation, and there are some identifiable differences in the dependent variables based on the three knowledge-based variables.…”

Section: The Impact Of Product-process Innovation Typessupporting

confidence: 82%

Analyzing innovation adoption using a knowledge-based approach

Gopalakrishnan

Bierly

2001

Journal of Engineering and Technology Management

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133

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We propose a new typology of organizational innovation based on the integration of theories of organizational learning and theories of knowledge. The three dimensions that we use to construct our typology of innovations are: tacit-explicit, systemic-autonomous and simple-complex. We, then, analyze the impact of these different types of innovations on the method of sourcing, cost of implementation, and innovation effectiveness. We propose that as innovations become more tacit, systemic and complex, they tend to be more internally sourced, more costly to implement, and more effective.We test the hypotheses using innovations from the commercial banking industry. Data for this study were collected from multiple sources. The innovations were categorized into different types by a panel of experts. Data on method of sourcing, cost and effectiveness were collected from a sample of 101 banks. Our results showed that autonomous innovations were less likely to be internally sourced than systemic innovations; autonomous and complex innovations were more costly to implement than systemic and simple innovations. Explicit innovations were seen as more effective than implicit innovations. Implications for theory and practice are discussed.

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Section: The Impact Of Product-process Innovation Typessupporting

confidence: 82%

Analyzing innovation adoption using a knowledge-based approach

Gopalakrishnan

Bierly

2001

Journal of Engineering and Technology Management

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133

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“…According to Gopalakrishnan et al (1999), process and product innovations are related to know-how, which is a part of the systems, methods and individual employees of an organisation. The difference between process and product innovation is the target of the innovation (Gopalakrishnan & Damanpour, 1997).…”

Section: Innovation Activity and Business Developmentmentioning

confidence: 99%

A creating business from innovations – essential mission of intermediate organization

Tervonen¹,

Haapasalo²

2015

IJoBM

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“…Unlike product innovation, process innovation focuses on improving the productivity and efficiency of the organisation's operational activities. Examples of process innovation introduced by banks include automated voice response systems, customer information files, and risk management systems (Gopalakrishnan, Bierly, & Kessler, 1999).…”

Section: Technical Innovationmentioning

confidence: 99%

Intellectual Capital Development and its Effect on Technical Innovation in Banks Operating in Jordan

Al-Khalil¹,

Dahiyat

Al-Dalahmeh

2014

jmr

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The purpose of this study is to investigate the effect of intellectual capital development on the ability of banks operating in Jordan to undertake technical innovation. Employing a questionnaire-based survey, twenty banks out of twenty six participated, and 163 out of 200 ISSN 1941-899X 2014 www.macrothink.org/jmr 212 questionnaires were returned and were valid for analysis, thus resulting in a response rate of 81.5%. Exploratory Factor Analysis (EFA) results show that intellectual capital consists of two main dimensions: Human Capital, and Structural Capital comprising items originally developed to reflect organisational capital and relational capital. Also, product/service and process innovation items converged to form one construct named Technical Innovation. Multiple regression analysis findings show a significant and positive effect of the aforementioned intellectual capital dimensions on technical innovation. More specifically, structural capital was proved to have a stronger effect on technical innovation compared with human capital. These findings highlight the need for organisations intent on enhancing their technical innovative capabilities to not merely focus on attracting and recruiting highly skilled and competent human resources, but rather, they are advised to develop mechanisms designed to capture and translate the knowledge and expertise of organisational members and stakeholders so that these become internalized in the organisation's processes and routines. Journal of Management Research

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A reexamination of product and process innovations using a knowledge-based view

Cited by 181 publications

References 34 publications

Analyzing innovation adoption using a knowledge-based approach

Analyzing innovation adoption using a knowledge-based approach

A creating business from innovations – essential mission of intermediate organization

Intellectual Capital Development and its Effect on Technical Innovation in Banks Operating in Jordan

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