How to foster shared innovation within SMEs' networks: Social capital and the role of intermediaries

Landart, Cristina Iturrioz; Aragón, Cristina; Cantín, Lorea Narvaiza

doi:10.1016/j.emj.2014.09.003

Cited by 115 publications

(89 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In the Asian and European supply chains, the social networks between SMEs and their supply chain partners often have the characteristics of frequent interaction, mutual trust, and reciprocity (Welford & Frost, 2006;Halme and Korpela, 2014). Social capital embedded in SMEs' networks can not only support network members to pursue sustainable innovation (Halia, 2007) but also further strengthen the exchange of resources among network members to realize shared innovation (Iturrioz et al, 2015). Therefore, this study suggests that SME managers can view social networks as an informal management mechanism and utilize the benefits of social capital, including the effects of structural, relational, and cognitive capitals, to effectively integrate suppliers into their SOI initiatives.…”

Section: Discussionmentioning

confidence: 91%

“…Second, the results show that SMEs should not only engage in technological innovation but also establish environmental management systems within their organizations and manage suppliers outside their organizations. Social capital embedded in SMEs' networks can not only support network members to pursue sustainable innovation (Halia, 2007) but also further strengthen the exchange of resources among network members to realize shared innovation (Iturrioz et al, 2015). SMEs in Taiwan as well as China, the United States, and Europe are facing a similar situation (Zhu et al, 2008;Bos-Brouwers, 2010;Hofmann et al, 2012;Nawrocka, 2008;Johnson, 2015).…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Effects of Socially Responsible Supplier Development and Sustainability‐Oriented Innovation on Sustainable Development: Empirical Evidence from SMEs

2017

Corp Soc Responsibility Env

106

View full text Add to dashboard Cite

Recently, the trend toward sustainable development has led to different categories of sustainability-oriented innovations (SOIs). Even though each SOI category could play an important role in enhancing sustainability performance (SP), which covers economic, environmental, and social dimensions, developing SOIs is a difficult task for small and medium enterprises (SMEs) as they have limited resources and expertise. From the sustainable supply chain management perspective, the practices of socially responsible supplier development (SRSD) by buying firms may help strengthen the SOIs in which their SME suppliers engage, thus contributing to improving SMEs' SP. Therefore, this study created a multidimensional research framework that links buying firms' SRSD with SME suppliers' SOIs and investigated the influence of SRSD and SOIs on SP. The empirical results show that SRSD practices significantly and positively affect SOIs, with SOIs helping to improve SP and fully mediating the relationship between SRSD and SP.

show abstract

Section: Discussionmentioning

confidence: 91%

Section: Discussionmentioning

confidence: 99%

Effects of Socially Responsible Supplier Development and Sustainability‐Oriented Innovation on Sustainable Development: Empirical Evidence from SMEs

2017

Corp Soc Responsibility Env

106

View full text Add to dashboard Cite

show abstract

“…Social network ties enable collaborative work and facilitate the sharing of ideas, information, knowledge and other resources (Fliaster & Spiess, 2008;Gulati, Nohria, & Zaheer, 2000;Hoang & Antoncic, 2003). CEOs with a clear view about interdependencies between their firms and other industry agents and environmental factors have a better understanding of the market drivers, and this very probably affects their strategic decisions (Iturrioz, Arag on, & Narvaiza, 2015;Kotabe, Jiang, & Murray, 2011). However, not all social networks are the same, and their diverse forms of structure and composition influence the benefits to be obtained and their impact on firms (Adler & Kwon, 2002).…”

Section: Introductionmentioning

confidence: 97%

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

Fernández‐Pérez

Morales

Pullés

2016

European Management Journal

View full text Add to dashboard Cite

“…It is these three processes that constitute the concept of pre-vocal knowledge, which aims at promoting value creation (see in The innovation leader's reputation is a critical variable (Aldrich, 2000). Reputation does not develop in a vacuum, but occurs through social interaction in one or more networks and may be understood as the genesis of social capital (Iturrioz et al, 2015). However, we have little knowledge about the genesis of social capital, as little research has been carried out in this area (Adler and Kwon, 2002).…”

Section: Creating a Sense Of What He/she Does Or Whatmentioning

confidence: 99%

Leadership aiming at innovation: suggesting and discussing four roles of an innovation leader

Skålsvik

Adriaenssen²,

Johannessen

2016

Problems and Perspectives in Management

View full text Add to dashboard Cite

Organizations often experience problems and challenges due to the development of rigid bureaucratic rules and procedures, which may represent obstacles to creativity and innovation. In a global knowledge economy, innovation is an important competitive parameter. Consequently, anything that may stimulate innovation in an organization's creative energy fields is valuable. This paper addresses one question: What management roles of an innovation leader may enhance the development of innovation in an organization's creative energy fields? Methodology used is conceptual generalization.The article suggests, clarifies and discusses four roles of an innovation leader's that may have a positive impact on an organization's innovation performance in creative energy fields. The roles are conceptualized as "the innovation leader as an expert", "the innovation leader as a reputation builder", "the innovation leader as a relationship builder", and the "innovation leader as a creative change force". The article argues how these four roles are important in promoting innovation in organizations. By doing this, the article contributes to the extant knowledge on how four different roles of an innovation leader's may enhance an organization's innovation performance in creative energy fields.

show abstract

How to foster shared innovation within SMEs' networks: Social capital and the role of intermediaries

Cited by 115 publications

References 40 publications

Effects of Socially Responsible Supplier Development and Sustainability‐Oriented Innovation on Sustainable Development: Empirical Evidence from SMEs

Effects of Socially Responsible Supplier Development and Sustainability‐Oriented Innovation on Sustainable Development: Empirical Evidence from SMEs

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

Leadership aiming at innovation: suggesting and discussing four roles of an innovation leader

Contact Info

Product

Resources

About