Do Managerial Practices Matter in Innovation and Firm Performance Relations? New Evidence from the UK

Nemlioglu, Ilayda; Mallick, Sushanta

doi:10.1111/eufm.12123

Cited by 99 publications

(62 citation statements)

References 73 publications

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“…Second, instead of taking R&D investment as an expense, we construct the R&D intensity to conduct another robustness check, which is the total amount of investment in R&D divided by total sales (both in RMB). It shows the contribution of R&D per unit of output (Nemlioglu and Mallick, 2017; and is helpful to avoid selection bias caused by zeros (Egger et al, 2019). The 2SLS estimation results are shown in Panel B of Tables 7 and 8, confirming our earlier results.…”

Section: Randd Intensitysupporting

confidence: 86%

International talent inflow and R&D investment: Firm-level evidence from China

2020

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Using firm-level R&D data with regional international talent data, we find that international talent increases the R&D investment of Chinese manufacturing firms, a result that is further confirmed with patent data and under a number of robustness checks. These findings stem from two mechanisms: international talent boosts human capital accumulation and provides a diversified labor force. Further, the R&D promoting effect is stronger if firms are located in eastern China rather than in other regions, of small and medium-sized rather than large-sized, of domestic ownership rather than foreign ownership. The policy implication is, the introduction of international talent can be a new way to promoting R&D investment, especially for skilled-labor constrained countries. and examine the impact of ITI on firms' R&D investment in China. The results indicate that ITI increases the R&D investment of Chinese manufacturing firms, and the promoting effect is stronger if the firms are located in eastern China. Further, ITI increases the R&D investment of small and medium-sized firms (SMEs) more than large-sized firms, and increases the R&D investment of domestic firms but not foreign firms. In addition, using patent data, we confirm the positive effect of ITI on firm-level innovation. These findings suggest that the introduction of international talent is a new way to promoting firm-level R&D investment, and it is especially important for SMEs and domestic firms which are more resource constrained.In the theoretical literature, several mechanisms, such as a human capital accumulation effect and a labor force diversity effect, have been posited to explain the influence of immigration on innovation. On the one hand, the former effect states that ITI increases the number of research workers and enriches the local knowledge base,

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Section: Randd Intensitysupporting

confidence: 86%

International talent inflow and R&D investment: Firm-level evidence from China

2020

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“…Though Schumpeter has introduced several types of innovation; product, market, process and organization etc. Not all the innovations are equally useful; some innovations (characterized by top management practices) are more beneficial for a firm's profitability because of R & D activities and innovative tactics [18]. In addition, it is also suggested that MI enables business firms to adopt various innovative and technological processes that are required for smooth running to operational activities [48].…”

Section: Management Innovation and Organization Performancementioning

confidence: 99%

“…Recent studies claim that innovation is the best choice for organizations to survive a long run in turbulent markets [17]. A variety of innovation types have been discussed such as eco-innovation, social innovation, product innovation, marketing innovation and organization innovation [18] that can impact a firm's performance. Out of all the innovations, the MI (e.g., [18]) and TI ( [19]) have been considered the most prominent factors for the survival of organizations.…”

Section: Introductionmentioning

confidence: 99%

“…A variety of innovation types have been discussed such as eco-innovation, social innovation, product innovation, marketing innovation and organization innovation [18] that can impact a firm's performance. Out of all the innovations, the MI (e.g., [18]) and TI ( [19]) have been considered the most prominent factors for the survival of organizations. Despite the significant importance of innovation, MI and TI are still rarely touched in terms of firm sustainability.…”

Section: Introductionmentioning

confidence: 99%

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The Influence of Management Innovation and Technological Innovation on Organization Performance. A Mediating Role of Sustainability

et al. 2019

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Organizations have several objectives, including competitiveness, high profit and long-term survival. However, sustainability has become a diligent act of business and non-business organizations because it moves organizations toward superior performance. Sustainability does not come itself; it requires enough resources and capabilities. Extant studies have examined the factors that influence sustainability, but have rarely touched on innovation in this perspective. The present study examines the influence of management innovation and technological innovation on organization performance with the mediating role of sustainability. To test the model, we applied structural equation modeling in the analysis of a moment structures (AMOS) on the empirical evidence collected from 304 Pakistani CEOs and top managers. The results indicate that management innovation and technological innovation significantly positively contribute to sustainability and organization performance. Sustainability plays a partial mediating role between management innovation and organization performance and also a partial mediating role between technological innovation and organization performance. We recommend CEOs and top managers to give due attention to management innovation and technological innovation to enhance sustainability and survive the long run. Implications are discussed.

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“…In further historical development, it has been recognised that the conditions of resource utilisation to achieve a competitive advantage can be met by intangible assets that are sourced by people and their capabilities, which, at the same time, must be crucial to achieving strategic goals [31]. Each person is an original and unrepeatable individual and thus becomes a rare and valuable resource, which, moreover, is able to achieve originality in problem solving by its creativity and, thus, is the main source for achieving a competitive advantage [32].…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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Do Managerial Practices Matter in Innovation and Firm Performance Relations? New Evidence from the UK

Cited by 99 publications

References 73 publications

International talent inflow and R&D investment: Firm-level evidence from China

International talent inflow and R&D investment: Firm-level evidence from China

The Influence of Management Innovation and Technological Innovation on Organization Performance. A Mediating Role of Sustainability

Impact of Age Management on Sustainability in Czech Organisations

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