Innovation and technology creation effects on organizational performance

Huang, Kuo-En; Wu, Jih-Hwa; Lu, Shiau–Yun; Lin, Yi-Chia

doi:10.1016/j.jbusres.2015.12.028

Cited by 59 publications

(45 citation statements)

References 26 publications

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“…By focusing on the net effect of a variable without considering the meaning of the presence or absence of other variables, regression analysis cannot identify in which situations a variable has more (or less) influence on the outcome. In other words, correlation-based analysis cannot both detect complementarity and consider equifinality (Huang, Wu, Lu, & Lin, 2016).…”

Section: Data and Calibrationmentioning

confidence: 99%

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Oyemomi

Liu

Neaga

et al. 2019

Journal of Business Research

155

106

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Knowledge sharing is crucial for attaining a competitive edge in organizations.Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance.Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization.The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

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Section: Data and Calibrationmentioning

confidence: 99%

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Oyemomi

Liu

Neaga

et al. 2019

Journal of Business Research

155

106

View full text Add to dashboard Cite

show abstract

“…Training; selection; motivation Alexander et al, 33 Azizi et al, 34 Guetat and Dakhli, 35 Banerjee, 36 and Karlsson 37 Production management Evaluation of technological capabilities; availability of information for decision making; product design; supply chain Giniunienea and Jurksieneb, 38 Jaca et al, 19 Armellini et al, 39 Orlov, 40 Park and Kim, 41 Artsiomchyk and Zhivitskaya, 42 Huang et al, 43 and Windahl. 44…”

Section: Human Resources Managementmentioning

confidence: 99%

Structural equations model to analyze the incidence of variables related to innovation management in organizations

Pérez-Campdesuñer

Ruiz

García-Vidal

et al. 2019

International Journal of Engineering Business Management

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Previous works have demonstrated the possibilities to influence the innovation process in organizations. Although the presented initiatives have their merits, they suffer from a lack of integrated perspective. They are focused on the evaluation of the link between the innovation process and only one of the subsystems of the administration, without considering the implications of the other subsystems. The aim of this article is to define a model of structural equations that summarizes the impact of the variables related to innovation management in organizations. This article first presents the identified variables according to the analyzed literature and then shows which variables were selected by consulting experts on the field. To measure the selected variables some questionnaires were elaborated. The questionnaires were applied in 111 entities of different production sectors. A confirmatory factorial analysis was developed with the obtained measures. Thanks to this analysis, it was possible to verify the incidence of the evaluated variables in the innovation management, allowing the elaboration of the model. The proposed model shows the link between the different variables that contribute to the innovation management process. The analysis confirmed that innovation, as a construct, has a multifactorial nature. The information used as input for the elaboration of the model allowed introducing a new sequence of innovation management from the integrated management of the variables that can influence it. This integrated management ensures effective human resources management, production, and marketing. The findings confirm that innovation needs to be managed in an integrated way with the rest of the administrative subsystems rather than as an isolated process. This way of working allows obtaining better results for the organizations. Based on the multisectorial nature of the research sample, it can be assumed that the obtained results can be corroborated in several fields.

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“…Therefore, openness to innovation favors the identification and implementation of new and useful ideas, processes, products, services and procedures (Farr and Ford, ). Some studies show that an innovation‐oriented culture supports organizations in moving from its current state to a desired future state by fostering organizational change and improving associated performance (Goh, ; Huang et al, ). Hence, we hypothesize that:Hypothesis An innovation‐oriented culture within organizations is positively associated with perceived managerial EE performance.Hypothesis An innovation‐oriented culture within organizations is positively associated with perceived technical EE performance.…”

Section: Innovationmentioning

confidence: 99%

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

2017

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For energy managers, finding personal meaning in the activities they are engaged in and gaining\ud an identity in connection between energy efficiency and organizational goals is a necessary\ud condition to mobilize passion and commitment, which in turn are fundamental to achieve\ud organizational goals under tight budget constraints. Despite this, little is known about how\ud municipalities, which are typical budget-constrained organizations, can enhance the empowerment\ud of employees with roles as energy managers. This paper draws from the literature on\ud the person–organization fit in order to adapt and test the hypothesis that multiple dimensions\ud of organizational culture are strong predictors of perceived managerial and technical energy performance.\ud Data from 729 questionnaire responses from energy managers of Italian municipalities\ud show that formalization, team orientation, innovation, centralization and reward systems are the\ud key elements that enable energy managers to act as business partners instead of task managers.\ud Causal relations are discussed and presented along with theoretical and policy implications that\ud can provide inspiration also to private organizations. Copyright © 2017 John Wiley & Sons, Ltd\ud and ERP Environmen

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Innovation and technology creation effects on organizational performance

Cited by 59 publications

References 26 publications

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Structural equations model to analyze the incidence of variables related to innovation management in organizations

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

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