Assessing the relationship between firm resources and product innovation performance

Bakar, Lily Julienti Abu; Ahmad, Hartini

doi:10.1108/14637151011049430

Cited by 176 publications

(68 citation statements)

References 51 publications

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“…For example, Beaver [25] proposed that innovation is vital to the economic development and industrial competitiveness of a country. Bakar and Ahmad [26] also state that the ability to innovate is critical to a company that wants to gain a competitive advantage. A number of studies have also found that technological capability positively affects firm performance [27][28][29].…”

Section: Sustainable Development Of Smesmentioning

confidence: 99%

Impact of Innovation Culture, Organization Size and Technological Capability on the Performance of SMEs: The Case of China

Guo-xiang¹,

Park

Agarwal

et al. 2020

Sustainability

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Small and medium-sized enterprises (SMEs) in both the manufacturing and service sectors have been viewed as an important driving force behind the rapid economic growth in China. There are multiple factors that drive the success of SMEs. In this paper, we study the effect of innovation culture, technological capability, and organization size on the performance of SMEs in China. We hypothesize that firm performance is positively affected by each of these factors. We use data from 1124 SMEs in China and apply regression analysis to test our hypotheses. We find that technological capability and organization size have a statistically positive effect on the performance of SMEs. Because manufacturing and service industries have distinct characteristics, we also compare the effects of these factors on firm performance within these industries. We find that technological capability is positively and statistically significantly related to firm performance in the manufacturing industry but not in the service industry, while innovation culture is positively and statistically significantly related to firm performance in the service industry but not in the manufacturing industry.

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Section: Sustainable Development Of Smesmentioning

confidence: 99%

Impact of Innovation Culture, Organization Size and Technological Capability on the Performance of SMEs: The Case of China

Guo-xiang¹,

Park

Agarwal

et al. 2020

Sustainability

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“…This approach seeks to maximise the advantages of diversity by training the organisation's members to recognise, acknowledge, and exploit the cultural differences in order to achieve innovation. Culture is actually considered to be one of the most common impediments to the implementation of innovation (Bakar, Julienti, and Ahmad 2010;O'Regan, Ghobadian, and Gallear 2005;Terziovski 2010). The issue of innovation, capabilities, and competitive advantage in Norwegian shipping was considered by Jenssen (2003).…”

Section: Managing Cultural Diversity As a Core Competencymentioning

confidence: 99%

Managing culturally diverse maritime human resources as a shipping company’s core competency

Progoulaki

Theotokas

2016

Maritime Policy & Management

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The last few years a great body of research focused on the problems observed in the shipping industry due to the mix of different nationalities on board. Herein, the problem is observed in the managerial level, and specifically to the applied crew management strategies and the philosophy of the shipping companies regarding the issue of multiculturalism. The present paper seeks to elevate the value of human resources in shipping and to underline the potentials that human resource management and cultural diversity management have as a shipping company's core competency. In a triangulated theoretical framework, the combination of resource-based view, human resource management, and cultural diversity management leads to a framework of choices which include strategies for the management of maritime human resources' cultural diversity. The paper analyses the practical application of the proposed strategies and the fulfilment of the criteria required for turning crew management to a core competency and gaining sustainable competitive advantage from human resources.

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“…Therefore we hypothesized that H2: DC positively influences innovativeness H3: DC positively influences proactiveness H4: DC positive influences risk taking (Rauch et al) and Competitive Advantage (CA) EO is a behavioral model of entrepreneurship in a firm-level that can influences strategic decisions, resource allocations and ability to seize more business opportunities to contributes to competitive advantage (Zahra, Nielsen, & Bogner, 1999), hence it may be considered as intangible valuable assets and capabilities (Covin & Wales, 2011;Rosenbusch, Rauch, & Bausch, 2013). Some researcher considered EO as intangible valuable assets and capabilities, (Bakar & Ahmad, 2010;Covin & Wales, 2011;Rosenbusch et al, 2013), because it influences specific strategic decisions and resource allocations and allow firms to seize more business opportunities. On the other hand, Covin and Miller (2014) conceived EO as an organizational capability, which is a decision-making proclivity favoring entrepreneurial activities.…”

Section: Dynamic Capability (Dc) and Entrepreneurial Orientationmentioning

confidence: 99%

Entrepreneurial Orientation in Government-Owned Bank: Do They Improve Competitive Advantage?

Maryono¹,

Ghozali²,

Kusumawardhani³

et al. 2020

IJFR

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In Indonesia, housing finance is mainly raised from banks, with the government-owned housing bank (GOHB) BTN taking the largest share of the market. In constantly growing population need for new housing unit every year and increased number of competitors requires managers of government-owned housing bank to be able to develop their dynamic capabilities and adopt a more entrepreneurial orientation (EO). However, (GOHB) are typically being linked to organization that administratively influenced by government that impeding GOHB from being high performance organization driven by EO. Moreover, the dual goals of GOHB which are business and social goals makes the managers struggle to develop and adopt entrepreneurial orientation, since they have to set priorities and trade-off between those goals. The aims of this study is to investigate the role of entrepreneurial orientation (EO) in improving competitive advantage of government-owned housing bank, and fills a gap in the literature by linking entrepreneurial orientation to the theory of dynamic capabilities. This study explored the mediating effect of multi-dimensional EO which is: innovativeness, proactiveness, and risk taking in the relationship between dynamic capabilities (DC) and competitive advantage. The method of the study is a survey using area sampling and proportionate random sampling to collect data from 115 managers in 20 branches in island of Java, during the month of May to August, 2018 (cross-sectional method). The result shows a positive relationship between dynamic capabilities to innovativeness, proactiveness and risk taking. As expecting risk taking has no mediating effect to competitive advantage.

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Assessing the relationship between firm resources and product innovation performance

Abstract: The c~in-en1 issue and full text archive cd tliis joi~rnal is avnilal~le at ww~~.en~eralclinsigh(.co~nll 4(i:I-7154.1111n BPA/JJ 16,3 Assessing the relationship between firm resources and product innovation perf onnance A resource-based viewLily Julienti Ahu Baltar and Hartini A h i n a d

Cited by 176 publications

References 51 publications

Impact of Innovation Culture, Organization Size and Technological Capability on the Performance of SMEs: The Case of China

Impact of Innovation Culture, Organization Size and Technological Capability on the Performance of SMEs: The Case of China

Managing culturally diverse maritime human resources as a shipping company’s core competency

Entrepreneurial Orientation in Government-Owned Bank: Do They Improve Competitive Advantage?

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