An Empirical Study Regarding Radical Innovation, Research and Development Management, and Leadership

Isada, Fumihiko; Isada, Yuriko

doi:10.1515/ngoe-2017-0009

Cited by 7 publications

(4 citation statements)

References 16 publications

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“…In innovation literature, several studies (Abd Aziz and Samad, 2016;Afraz et al, 2021;Ali, 2021;Liu, 2017) discussed the relationship between innovation and competitive advantage. Isada and Isada (2017) demonstrated that innovation could be divided into two basic types according to its novelty, namely, radical innovation and incremental innovation. Radical innovation involves significant improvements in products and services and the provision of new products and services (Nguyen, 2018).…”

Section: Introductionmentioning

confidence: 99%

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

Al-Khatib

AL-Ghanem

2021

EBR

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Purpose The purpose of this paper is to identify the effect of radical innovation and incremental innovation on the competitive advantage of Jordanian industrial companies and identify the moderating role of technological intensity. Design/methodology/approach For this study’s purposes, 303 questionnaires from employees of 30 manufacturing firms were analysed. Convergent validity and discriminant validity tests were performed through structural equation modelling in the Smart-PLS programme. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. Multi-group analysis was performed to investigate the moderating role of technological intensity. Findings Empirical results showed that both radical innovation and incremental innovation explain 60.2% of the variance in competitive advantage and that both constructs have a statistically significant effect on competitive advantage. The results also revealed that the relationship between radical innovation and competitive advantage is modified through the high-tech industries. Meanwhile, the relationship between incremental innovation and competitive advantage is modified through the low-tech industries. Research limitations/implications This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalization of its results and the results are limited to one country, Jordan. Practical implications This study promotes the idea of focusing on radical and incremental innovation to enhance competitive advantage in the Jordanian manufacturing sector and knowing the effect of technological intensity in this relationship. Originality/value This study has important implications for leaders in the Jordanian manufacturing sector in general, as the study highlights the importance of radical innovation and incremental innovation to enhance the competitive advantage, especially in light of the technological intensity in this sector, and thus, increase the innovative capabilities of this firms, which leads to an increase in the level of competitive advantage.

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Section: Introductionmentioning

confidence: 99%

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

Al-Khatib

AL-Ghanem

2021

EBR

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“…In maintaining a competitive advantage, companies will spend optimal effort to manage the capital cost in order to be able to develop new service innovation (Hertog et al, 2010;Aujirpongpan & Hareebin, 2020), and must try to understand behavioral and social element to classify SCO (supply chain orientation) individually and organizationally so that the company can operate efficiently (Lee & Nam, 2016;Sillanpää, 2015). While resource-oriented companies will be able to increase radical innovation, so that they can develop unique resources and find environment opportunity that can be exploited (Reulink, 2012), beside needing to consider leadership, management, and entrepreneurial orientation aspects (Isada & Isada, 2017;Shih, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…The strategic orientation of the company toward the market can be described as strategic direction run by company to create the proper behavior in the increase of continuous superior performance (Isada & Isada, 2017;Shih, 2018). Similarly, strategic orientation that is focused on customers are organizational culture that facilitates the understanding of targeted buyers and possible continuous creation of customer value (Wirtz & Daiser, 2018;Khadka & Maharjan, 2017), and benefits chosen by customers (Sakyi-Gyinae & Holmlund, 2018).…”

Section: Introductionmentioning

confidence: 99%

A Nexus among Strategic Orientation, Social Network, Knowledge Sharing, Organizational Innovation, and MSMEs Performance

Muafi¹

2020

JAFEB

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This study wants to test the nexus among resource orientation, market orientation, social network, and knowledge sharing toward organizational innovation, and the nexus between organizational innovation and MSMEs performance. Questionnaires and interviews are conducted with some MSMEs actors in Central Java Province, Indonesia, in Klaten Regency and Pekalongan City. These two areas have creative MSMEs, especially Batik MSMEs that have been very large and known worldwide. The sampling technique is done purposively with certain criteria for the respondents. The data analysis technique is done using Partial Least Square. This study provides recommendations about strategic practice and policy (resource and market), social network, and knowledge sharing in increasing organizational innovation, and the impact of organizational innovation toward MSMEs performance. It also offers a comprehensive model of the determinant factor of organizational innovation by considering the aspect of strategic orientation, social network, and knowledge sharing. Other unique aspects that are also important to consider are social network and the importance of knowledge sharing in improving MSMEs Performance. The respondents are still limited in two areas, namely, Pekalongan and Klaten, so it still cannot represent the whole population. These areas also have different orientation of production process approach, namely, synthetic and natural dyes.

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“…Slater, Mohr, and Sengupta (2014) held that among various antecedents, leadership behavior is the primary one to promote radical innovation and a leader's cognitive and behavioral characteristics in different situations can significantly affect behavior intentions of organizations, teams, and employees. In addition, Isada and Isada (2017) alluded that leadership behaviors can influence radical innovation through R&D culture management and other factors. Moreover, leadership and innovation occur at all three levels of individuals, teams, and organizations (Robledo, Peterson, & Mumford, 2012).…”

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confidence: 99%

Ambidextrous leadership and radical innovative capability: The moderating role of leader support

Jia

Seufert

et al. 2020

Creat Innov Manage

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Radical innovation is a fundamental approach to achieving sustainable and competitive advantage. However, existing studies have not adequately explored the antecedents of radical innovation; in particular, consideration of leadership factors in a Chinese context is lacking. Ambidextrous leadership provides a new perspective for explaining radical innovation. In this study, we developed a moderation model and tested it with three-wave data of 511 employees from the Chinese mainland, linking ambidextrous leadership with radical innovative capability. The results support our hypotheses that high-empowering-low-directive leadership (punctuated ambidextrous leadership) is more beneficial for radical innovation, and strong leader support can strengthen this effect. However, our hypothesis that simultaneous ambidextrous leadership influences positively radical innovation capability was not supported. These findings indicate that leaders should change their original conservative and directive strategies to enhance radical innovative capability.

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An Empirical Study Regarding Radical Innovation, Research and Development Management, and Leadership

Cited by 7 publications

References 16 publications

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

Radical innovation, incremental innovation, and competitive advantage, the moderating role of technological intensity: evidence from the manufacturing sector in Jordan

A Nexus among Strategic Orientation, Social Network, Knowledge Sharing, Organizational Innovation, and MSMEs Performance

Ambidextrous leadership and radical innovative capability: The moderating role of leader support

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