Innovation and performance outcomes of market information collection efforts: The role of top management team involvement

Harmancioǧlu, Nükhet; Grinstein, Amir; Goldman, Arieh

doi:10.1016/j.ijresmar.2009.09.005

Cited by 74 publications

(62 citation statements)

References 110 publications

(174 reference statements)

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“…Based on these concepts, the authors apply investments for new possibilities and for old certainties to a change in firms' strategies. This approach is related to decision making by entrepreneurs and CSR innovation (Gauthier and Wooldridge, ; Harmancioglu et al ., ; Kelley, ; Schaltegger and Wagner, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Environmental, Sustainable Behaviors and Innovation of Firms During the Financial Crisis

Kim

2013

Bus Strat Env

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In this paper, we analyze the relation between sustainable and environmental behaviors and performance and innovation. Altogether, 1032 observations are divided into specific groups according to the Carbon Disclosure Project (CDP) Global 500 report and the Dow Jones Sustainability Index (DJSI) for 2008 and 2009. Based on legitimation theory and stakeholder theory, we regard the voluntary activities of firms as having long‐run effective characteristics that can be applied to industry in general. The environmental behavior of firms is represented by CDP activity, while the DJSI represents their sustainable activities. Based on the assumption that corporate environmentalism is a bilateral agreement between policymakers and firms, we answer four specific research questions. (i) What is the relation between voluntary activities and performance of firms? (ii) Do firms' voluntary activities in environmental and sustainable implementations induce innovation? (iii) How does the nature of innovation depend on voluntary type of the firms? (iv) What is the link between firm characteristics and innovation according to voluntary types? From the presented empirical analysis, we find positive relations between corporate environmentalism and innovative activities. We then classify environmental and sustainable issues and propose an empirical model of the links between environmental and sustainable behaviors and innovation activities. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Environmental, Sustainable Behaviors and Innovation of Firms During the Financial Crisis

Kim

2013

Bus Strat Env

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“…That is, boundary-spanning activities represent fundamental managerial activities that greatly affect business success (Dollinger 1984;Jemison 1984). A company's boundary-spanning activities attempt to reduce environmental uncertainty to a manageable level by gathering information about the environment (Clark et al 1994;Leifer and Huber 1977), which enables them to respond adequately to market requirements (Slater and Narver 1999) and generate attractive offers (Harmancioglu et al 2010). Thus, boundary-spanning activities are particularly important for managing environmental uncertainty in the context of innovations (Spender and Kessler 1995).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Patterns and performance outcomes of innovation orientation

Stock

Zacharias

2010

J. of the Acad. Mark. Sci.

135

147

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Extant research has identified a broad set of antecedents of innovativeness, with the assumption that maximizing as many of them as possible leads to sustained innovativeness. However, companies usually face resource constraints and therefore must strive to identify and combine the most important drivers of superior innovativeness effectively. This research addresses this practical challenge by identifying typical patterns of innovation orientation and their associated performance outcomes. Drawing on configuration and boundary theory, the authors develop a framework and hypotheses, then use data from marketing managers, R&D managers, and customers to identify four patterns: integrated innovators, internally driven preservers, proactive customer-oriented innovators, and top-down innovators. The empirical results reveal performance differences across these patterns. An integrated approach leads to the highest innovativeness scores, but proactive customer-oriented innovators and top-down innovators enjoy the greatest financial success.

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“…Some studies show that innovation is more common among large (Harmancioglu et al 2010) rather than small enterprises, but others show differently (Harmancioglu et al 2010;Knight and Cavusgil 2004;Pelham 1999). However, it is inevitable to conclude that smaller companies have much more limited availability of resources, such as the financial or human capital, in comparison with larger companies (Forbes and Milliken 1999).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurship and innovativeness of small and medium-sized construction enterprises

2016

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The construction industry is a key industry in any economy. Due to its specific characteristics, the industry is of substantial importance to the development of other sectors. Competition is highly intense, and the industry itself is susceptible to changes in market circumstances that force the entities operating in it to continuously take actions to enhance their competitiveness by, among other things, introducing innovative solutions. The objective of the present study is to evaluate the level of innovativeness of enterprises in the small and medium-sized (SME) sector in the Polish construction industry and to identify the factors that influence this level of innovativeness, which relates to the location of the business and managers' awareness of the significance of innovation in shaping a firm's competitiveness. Qualitative research was conducted on a sample of 608 companies. The obtained results demonstrate that construction companies from the SME sector in Poland are characterized by a level of innovativeness that is similar to that found in other enterprises, which is a consequence of the relatively high awareness of the significance of innovation to obtaining a competitive position among the managers of these companies. An analysis of the innovative activities of these companies by location shows, in turn, that entities operating in regions that are less economically developed and less attractive in terms of investment are more innovative.

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Innovation and performance outcomes of market information collection efforts: The role of top management team involvement

Cited by 74 publications

References 110 publications

Environmental, Sustainable Behaviors and Innovation of Firms During the Financial Crisis

Environmental, Sustainable Behaviors and Innovation of Firms During the Financial Crisis

Patterns and performance outcomes of innovation orientation

Entrepreneurship and innovativeness of small and medium-sized construction enterprises

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