Does ownership type matter for innovation? Evidence from China

Jiang, Ling; Waller, David S.; Cai, Shaohan

doi:10.1016/j.jbusres.2013.05.037

Cited by 76 publications

(55 citation statements)

References 29 publications

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“…Following previous studies (e.g. Jiang et al, ; Hsiao et al, ), we tested four control variables that could potentially influence a firm’s new product performance: firm size, firm age, industry, and ownership.…”

Section: Methodsmentioning

confidence: 99%

Non‐R&D innovation and firms’ new product performance: the joint moderating effect of R&D intensity and network embeddedness

Xie¹,

Wang²,

Jiao

2019

R & D Management

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Non-R&D innovation increasingly plays a critical role in explaining firms' new product performance. Yet, there has been little research on the consequences and contingent mechanisms of non-R&D innovation for firms embedded in collaborative network environments. To address this research gap, we investigated a conceptual framework of non-R&D innovation using data drawn from Chinese manufacturing firms. First, we found that non-R&D innovation positively affects firms' new product performance. Second, we discovered that high R&D intensity positively strengthens the impact of firms' non-R&D innovation on new product performance. Third, we provided critical analysis of the role of non-R&D innovation in promoting new product performance, accomplished by enhancing R&D investment while simultaneously improving the degree of network embeddedness. Our findings extend both the non-R&D innovation literature and open innovation literature while providing managers with several key recommendations.

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Section: Methodsmentioning

confidence: 99%

Non‐R&D innovation and firms’ new product performance: the joint moderating effect of R&D intensity and network embeddedness

Xie¹,

Wang²,

Jiao

2019

R & D Management

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“…Human resource scholars emphasise the role of a firm's leadership capabilities in achieving competitive advantage (Jiang et al, 2013). The resource-based view suggests that SMEs will benefit competitively from a skilled leadership talent pool and achieve sustainable competitive advantage through the acquisition and maintenance of idiosyncratic leadership resources that are rare, difficult to imitate and non-substitutable (Barney, 1991).…”

Section: Leadership Skill Gaps and Adoption Of Leadership Developmentmentioning

confidence: 99%

The antecedents of leadership development practices in SMEs: The influence of HRM strategy and practice

Garavan¹,

Watson

Carbery

et al. 2016

International Small Business Journal: Researching Entrepreneurs

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This article explores leadership development in small-and medium-sized enterprises (SMEs). We investigate determinants of the adoption of leadership development practices in established SMEs expecting human resource management (HRM)-strategy fit, human resource (HR)/leadership expertise and the existence of gaps in leadership capability to influence both the presence and intensity of leadership development practices. We found that all three variables positively related to both measures of adoption. The attitudes of owner-managers towards development mediated the HRM-strategy fit-adoption relationship. The theory and practice implications of our findings are evaluated.

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“…Consistent with this approach leadership development may create a learning culture or climate that leads to organizational outcomes. Therefore this suggests that effective leaders will exert an influence on the motivation of human resources and the receptiveness of the organization to be innovative (Jiang, Waller, & Cai, 2013). Indirect models are advocated as a way of understanding the "black box" issue in the wider HRM-performance research.…”

Section: Theoretical and Methodological Observations On The Leadershimentioning

confidence: 99%

Leadership Development and Organizational Success

Garavan¹,

O’Brien²,

Watson³

2014

The Wiley Blackwell Handbook of the Psychology of Training, Development, and Performance Improvement

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Does ownership type matter for innovation? Evidence from China

Cited by 76 publications

References 29 publications

Non‐R&D innovation and firms’ new product performance: the joint moderating effect of R&D intensity and network embeddedness

Non‐R&D innovation and firms’ new product performance: the joint moderating effect of R&D intensity and network embeddedness

The antecedents of leadership development practices in SMEs: The influence of HRM strategy and practice

Leadership Development and Organizational Success

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