2007
DOI: 10.1504/ijtm.2007.013442
|View full text |Cite
|
Sign up to set email alerts
|

Examining governance-innovation relationship in the high-tech industries: monitoring, incentive and a fit with strategic posture

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2
1

Citation Types

0
6
0

Year Published

2010
2010
2023
2023

Publication Types

Select...
5
1

Relationship

0
6

Authors

Journals

citations
Cited by 9 publications
(6 citation statements)
references
References 54 publications
0
6
0
Order By: Relevance
“…This perspective is confirmed by contemporary views of strategy which put an emphasis on the need of boards' agility in strategic decision making. In a context of increasing complexity and changing environments, some authors using the concepts of corporate entrepreneurship and strategic leadership, consider that some conceptions of the strategy are no longer applicable and companies must combine, in their strategic choices and resources allocation, adaptability and sustainability, through adaptation tactics and commitments to long-term (Farjoun, 2007;Rowe, 2001;Wu et al, 2007) . In this respect, Spira (2001) considers that the focus on some short-term objectives goes hand-in-hand with the focus on strategy.…”
Section: Board's Strategy Role and Ambidextrous Innovationmentioning
confidence: 99%
See 1 more Smart Citation
“…This perspective is confirmed by contemporary views of strategy which put an emphasis on the need of boards' agility in strategic decision making. In a context of increasing complexity and changing environments, some authors using the concepts of corporate entrepreneurship and strategic leadership, consider that some conceptions of the strategy are no longer applicable and companies must combine, in their strategic choices and resources allocation, adaptability and sustainability, through adaptation tactics and commitments to long-term (Farjoun, 2007;Rowe, 2001;Wu et al, 2007) . In this respect, Spira (2001) considers that the focus on some short-term objectives goes hand-in-hand with the focus on strategy.…”
Section: Board's Strategy Role and Ambidextrous Innovationmentioning
confidence: 99%
“…To innovate, board of directors and top executives are responsible to shape the entrepreneurial orientation of their organization and the strategy related (Wu et al, 2007). However, corporate entrepreneurship strategies are risky in nature (Tanţău, 2008).…”
Section: Board's Strategy Role and Ambidextrous Innovationmentioning
confidence: 99%
“…Hoyt and Gerloff (2000, p.290) note that 'organisational structure plays a key role in facilitating innovation in an organisation through its direct effect on communication and information transfer', while Rogers (1995, p.205), in his discussion of fourth-generation R&D, recognises that structure, in particular organisational hierarchies, can be a major obstacle to innovation through the separation of knowledge resources. Governance structure has been shown to have a constructive effect on innovation through a competent board and managerial equity incentives (Wu, 2007).…”
Section: Organisational Context Of Innovationmentioning
confidence: 99%
“…Further investigation of the effect of cognitive styles represented by intuition and analysis on individual knowledge creation is still needed. Deeply understanding behavioral intention to explore new creation paradigms has been extensively highlighted and discussed (Wu et al , 2007; Schulze and Hoegl, 2008). However, a defined or undefined creation goal may influence creation process toward outcomes (Kao et al , 2011).…”
Section: Introductionmentioning
confidence: 99%