Does Innovation Capability Really Matter for the Profitability of SMEs?

Saunila, Minna; Ukko, Juhani; Rantanen, Hannu

doi:10.1002/kpm.1442

Cited by 37 publications

(43 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This research believes innovation capability is a great ability to provide innovative services and products continuously through the organizational capabilities, capacities and competencies. This definition is utilized by some other researches (Saunila et al, 2014;Saunila & Ukko, 2012;Sáenz et al, 2009;Lawson & Samson, 2001). Innovation capability completes as the result of several relationships and communication among organizational, resources, qualifications, and connections with other organizations (Hii & Neely, 2000) so the innovation capability increases the competitive advantage of the firms (Tidd et al, 2005).…”

Section: Innovation Capabilitymentioning

confidence: 99%

“…Also, many theorists have focused on the need to identify organizational capabilities and resources or strengths in relation to external opportunities and threats according to inside-out view of resource based approach in the firms (Bryson et al, 2007). So, capability translates to dynamic capability for Interaction of internal resources of organization with environmental opportunities (Teece et al, 1997(Teece et al, -2009 and the innovation capability is one of most important dynamic capabilities that orientates the organization to adapting with environmental opportunities (Saunila et al, 2014). The innovation capability can be either a new product, a new service, a new technology, or a new administrative practice (Hage, 1999).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Structural Capability of an Organization toward Innovation Capability

Nielsen

Momeni

2016

jmr

View full text Add to dashboard Cite

The scholars in the field of strategic management have developed two major approaches for attainment of competitive advantage: an approach based on environmental opportunities, and another one based on internal capabilities of an organization. Some investigations in the last two decades have indicated that the advantages relying on the internal capabilities of organizations may determine the competitive position of organizations better than environmental opportunities do. Characteristics of firms shows that one of the most internal capabilities that lead the organizations to the strongest competitive advantage in the organizations is the innovation capability. The innovation capability is associated with other organizational capabilities, and many organizations have focused on the need to identify innovation capabilities.This research focuses on recognition of the structural aspect of innovation capability and proposes a conceptual framework based on a Qualitative Meta Synthesis of academic literature on organizations innovation capability. This is proposed for the development of the concept of innovation capability in the organizations and this paper includes an expert based validation in three rounds of the Delphi method. And for the purpose of a better appreciation of the relationship dominating the factors of the conceptual framework, it has distributed the questionnaire in Iranian companies of the Food industry. At last, this research proposed a direct relationship between Innovation Capability and Structural Capability. Also, it offers the

show abstract

Section: Innovation Capabilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Structural Capability of an Organization toward Innovation Capability

Nielsen

Momeni

2016

jmr

View full text Add to dashboard Cite

show abstract

“…Organization must be able to develop the creative competency in order to have sustainable innovation capability. Different types of competitive advantage require different determinants when building innovation capability [9]. Thus, innovation capability varies from firm to firm and is determined by multiple factors [10].…”

Section: Introductionmentioning

confidence: 99%

The Role of Innovation Capability to Promote Business Performance Through Successful Strategy Execution: from Middle Managers’ Perspective

Alamsjah¹

2019

Proceedings of the Proceedings of the 1st Workshop Multimedia Education, Learning, Assessment and Its Implementation in Game An

View full text Add to dashboard Cite

The purpose of this study is to examine the role of innovation capability to promote business performance through successful strategy execution, specially from middle managers' perspective in Indonesia by testing a hypothesized model. A quantitative survey was conducted with 500 'middle managers' in Indonesia in 2016, through the questionnaire with simple random sampling and the hypothesis were tested with SEM analysis. The results showed that creative leadership affects the organization's performance, especially for financial performance. Creative leadership has positive and significance impact towards innovation capability and successful strategic execution that leads into positive results on financial performance. However, the interesting result has been discovered when creative leadership and innovation capability does not has direct and significance effect on financial performance. The findings suggest that to give an immediate result to financial performance in a creative industry, creative leadership will lead the innovation capability that will be impactful on successful strategic execution that will give indirect effect on financial performance; while the innovation capability will not have direct impact on financial performance. To conclude a creative leadership and innovation capability will not have direct effect to financial performance, but both variables need successful strategic execution to give effect to financial performance.

show abstract

“…Thus, external knowledge can be quite difficult to obtain. Even when exposed to external knowledge, absorbing it can be problematic for some organizations (Saunila et al, 2014). One issue is the reliance on historically evolved but obsolete knowledge by organizations.…”

Section: Introductionmentioning

confidence: 99%

Acquiring External Knowledge: How Much Overlap is Best?

Bloodgood

2015

Know. Process Mgmt.

View full text Add to dashboard Cite

Knowledge overlaps between an organization's internal knowledge and the external knowledge it seeks are a key element of the ability of an organization to absorb new, external knowledge. There have been some similarities and differences in the research literature concerning the size of an overlap and its effect on an organization's knowledge management efforts. By comparing and contrasting two key literatures, absorptive capacity and organizational routines, a clearer picture can be provided to explain the effects of different sizes of knowledge overlaps. The integration of elements of these two literatures suggests that organizations should become more aware of knowledge overlap size and to take a variety of knowledge, organizational, and environmental factors into account when determining what types of external knowledge they should seek. Copyright © 2015 John Wiley & Sons, Ltd.

show abstract

Does Innovation Capability Really Matter for the Profitability of SMEs?

Cited by 37 publications

References 57 publications

Structural Capability of an Organization toward Innovation Capability

Structural Capability of an Organization toward Innovation Capability

The Role of Innovation Capability to Promote Business Performance Through Successful Strategy Execution: from Middle Managers’ Perspective

Acquiring External Knowledge: How Much Overlap is Best?

Contact Info

Product

Resources

About