How user-driven innovation and employee intrapreneurship promote platform enterprise performance

Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The purpose of this study is to investigate the impact of user-driven innovation (UDI) and employee intrapreneurship (EI) on the innovation performance of platform enterprises through the mediating role of market intelligence responsiveness (MIR) and the moderating role of knowledge and information resource acquisition (KRA and IRA, respectively) between MIR and innovation performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>Data were collected from 167 platform enterprises in northern, eastern and southern China with survey questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises' information.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The results indicated that both UDI and EI, particularly synergy, positively influenced the innovation performance of platform enterprises. Furthermore, higher innovation performance resulted from high congruence between UDI and EI, and the innovation performance of enterprises increased when UDI and EI shifted from being incongruent to congruent. Lastly, MIR played a mediating role in this relationship, and both KRA and IRA played a positive moderating role between MIR and innovation performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Practical implications</jats:title><jats:p>Platform enterprises should pay attention to external users and internal employees to achieve their development goals and establish tripartite cooperative relationships involving firms, employees and users. Enabling platform enterprises to develop continually and in a healthy way requires the integration and utilization of all types of resources.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This was an empirical study on the impact mechanism of employees and users on the innovation performance of platform enterprises in China.</jats:p></jats:sec>

Intuition and rationality in intrapreneurship and innovation outputs: The case of health professionals in primary health care

“…For example, Marvel et al ( 2007 ) showed that intrapreneurial employees (i.e., employees who actively engage in venture and strategic renewal behaviors) in the technical sector were responsible for the creation, promotion, and implementation of several breakthrough innovations for their organization. Moreover, Camelo-Ordaz et al ( 2012 ) reported similar results in their study among intrapreneurial employees in the creative industry, as well Wan et al, ( 2020a , 2020b ) in platform enterprises.…”

“…The intrapreneurship of primary health care professionals promotes the innovation outputs (β Innov.Int = 0.523; p < 0.001). Other empirical studies have identified this positive relationship between intrapreneurship and innovation (e.g., Wan et al, 2020a , 2020b ).…”

Intrapreneurship in the digital era: driven by big data and human resource management?

“…Relevant research has focused mainly on trading platforms that connect bilateral and multilateral markets (Dimakopoulos and Sudaric, 2018). Research on internal platform enterprises (Intrapreneurship mechanism) that have transformed from traditional manufacturing and service-oriented enterprise groups is inadequate (Chen et al, 2020;Wan et al, 2020). Employee intrapreneurship forms an essential mode of operation for platform enterprises and is the primary element in driving enterprise innovation (Wan et al, 2020;Wang et al, 2019).…”

The effect of transformational leadership on nonfamily international intrapreneurship behavior in family firms: the mediating role of psychological empowerment

“…Uppsala model emphasizes the active role of entrepreneurs in assuming that firms are not averse to risk to internationalize and the necessary knowledge to enter new markets progress is possibly offered by a firm experience concerning overseas activities (Johanson and Vahlne, 1990). Firm competitiveness, especially the knowledge-intensive business, is linked to its talent base and embeddedness in international networks providing business opportunities (Wan et al , 2020). Based on the resource-based view perspective, firm internationalization is dependent on valuable, hard-to-imitate and irreplaceable resources that contribute to a company’s core or unique competencies and lead to long-term competitive advantage (Hart, 1995).…”