Conceptualizing Innovation Orientation: A Framework for Study and Integration of Innovation Research^*

Abstract

The term innovation orientation has been frequently used in the innovation literature, but with a mix of conceptualizations and meanings. Drawing from work found in the innovation, management, and marketing literatures over the past 35 years, the concept of innovation orientation as a system is conceptualized and defined in this article. The domain of innovation orientation is delineated as a multidimensional knowledge structure and a framework for understanding innovation orientation and its consequences in an organizational context are developed. The framework defines the innovation orientation knowledge structure as composed of a learning philosophy, strategic direction, and transfunctional beliefs within an organization that define and direct the organizational strategies and actions toward specific innovation-enabling competencies and processes. These innovation-oriented firm competencies are in the areas of resource allocation, technology, employees, operations, and markets. The framework then explains that these appropriately developed innovation-enabling competencies lead to innovation outcomes, specifically ideal innovation form, type, and rate that, in turn, affect firm performance. An inventory of propositions for future research that correspond to the innovation orientation concept is also presented in this comprehensive framework. This study provides two important contributions to the existing innovation literature. First, the article examines the vast innovation literature to arrive at a clear definition of the innovation orientation construct to provide a consistent conceptualization for future research. Second, the article develops a comprehensive, organized framework for understanding innovation orientation and its effects. In doing this, the framework extends the dynamic capabilities research stream by offering an explanation of how innovation orientation fosters the development of organizational competencies and makes it possible for a firm to recognize and respond to shifts in market dynamism.

Business model innovation vs replication: financial performance implications of strategic emphases

“…Similarly, proponents of 'innovation orientation' (e.g. Manu, 1992;Siguaw et al, 2006;Simpson et al, 2006) -especially a market-pioneering type of innovation orientation (Manu & Sriram, 1996) -have leaned toward thinking that continual innovations of wide scope in a firm's business (i.e. not only single product or process innovations) generate superior market and financial performance for the firm.…”

“…Narver et al, 2004;Schindehutte et al, 2008), and innovation orientation (e.g. Siguaw et al, 2006;cf. Simpson et al, 2006) in the strategic marketing literature.…”

“…From this stance, one way to consider business model innovation is to view it as a potential aspect of a firm's (innovative) corporate culture or capacity/capability (e.g. Conrad, 1999;Hult, Hurley, & Knight, 2004;Siguaw et al, 2006;Tellis, Prabhu, & Chandy, 2009;Vázquez, Santos, & Á lvarez, 2001) -and optimistically assume that the more innovativeness a firm exhibits, the better (cf. ).…”

Contribution to Collaborative Innovation Studies: Cases of SMES Moroccan Automotive Suppliers and their Client

“…[7] The continuous and frequent exchange of information within and outside the organization (with customers and suppliers) can improve Collaborative Innovation and constitutes the Relationship Orientation. Innovation Orientation has been increasingly recognized explicitly or tacitly in research on collaborative innovation [49]. Researchers call it a company's ability to innovate [60] [1].…”

Network Capitalism and the Role of Strategy, Contracts and Performance Expectations for Asia-Pacific Innovation Partnerships

“…While not many studies have examined the role of culture in the Asia-Pacific context, some studies argue from a Western European perspective, that in order to innovate firms have to meet clear requirements in regards to the managerial behaviour within the organization and its management of external relationships (Tylecote, 1996). Others (Siguaw, Simpson, & Enz, 2006) point out that organizational culture is a facet of operational competency shaped by the innovation orientation of the firm.…”