Inside-out and outside-in orientations: A meta-analysis of orientation's effects on innovation and firm performance

Saeed, Saadat; Yousafzai, Shumaila; Paladino, Ángela; Luca, Luigi M. De

doi:10.1016/j.indmarman.2015.02.037

Cited by 76 publications

(78 citation statements)

References 137 publications

(158 reference statements)

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“…According to Samara, Georgiadis and Bakouros [3] product innovation is the generation diffusion and translation of customer, competitor and technology related information into products of higher value. Saeed, Yousafzai, Paladino and De Luca [4] also note that product innovation is an organizational renewal process resulting from the incorporation of internal and external knowledge.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Innovation Strategy on Organizational Learning and Innovation Performance: Do Firm Size and Ownership Type Make a Difference?

Beyene

Shi

2016

SAJIE

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Though innovation strategy and organizational learning have been credited to impact on product innovation performance, they have been rarely considered in a single model simultaneously. Thus, the main aim of the paper is to investigate the extent of impact of innovation strategy on organizational learning and product innovation performance. A structural equation modelling analysis was performed on the survey data collected from Ethiopian textile and leather product manufacturing firms. The result reveals that innovation strategy is positively related to product innovation performance. Further, firm size and ownership type moderate the effect of innovation strategy on product innovation performance. OPSOMMING Alhoewel daar erkenword dat innovasiestrategie en organisatoriese-leer produkinnovasievertoning beïnvloed, word dit selde gelyktydig in 'n enkele model oorweeg. Die doel van die artikel is dus om die invloedsbereik van innovasiestrategie op organisatoriese-leer en produkinnovasievertoning te ondersoek. 'n Strukturelevergelykingsmodellering analise is op opname data van 'n Etiopiese tekstiel-en leerproduk vervaardigers gedoen. Die resultaat toon dat innovasiestrategie positief verwant is aan produkinnovasiesvertoning. Verder is daar gevind dat maatskappy grootte en eienaarskaptipe die invloed van innovasiestrategie op produkinnovasievertoning matig.

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Section: Introductionmentioning

confidence: 99%

The Impact of Innovation Strategy on Organizational Learning and Innovation Performance: Do Firm Size and Ownership Type Make a Difference?

Beyene

Shi

2016

SAJIE

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“…In analyzing the different roles that CSR can take in corporate strategy, it is necessary to distinguish two strategic dimensions: (1) an inside-out (firm-oriented) vs. outside-in (market-oriented) orientation, and (2) an emphasis on leveraging vs. an emphasis on prospecting activities. First, top executives must balance the two orientations in their strategic decision-making: inside-out and outside-in (Saeed et al, 2015). An inside-out orientation involves making the organization's current strengths, products, and capabilities the starting point for the strategy.…”

Section: Dimensions Of Strategic Decision-makingmentioning

confidence: 99%

“…According to this view, companies' interactions with market actors and stakeholders create valuable assets, including relationships, market insights, and goodwill (Day and Moorman, 2010;Saeed et al, 2015).…”

Section: Dimensions Of Strategic Decision-makingmentioning

confidence: 99%

The company in society: when corporate responsibility transforms strategy

Lahtinen

Kuusela

Yrjölä

2018

JBS

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250/ 250):Purpose This study identifies and analyzes the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest challenges for companies in committing to sustainability is the strategy work, the authors outline specific strategic initiatives to achieve these roles and the strategic outcomes that will follow such initiatives. Design/methodology/approachFour illustrative case examples show how companies are recasting the role of CSR. The new CSR roles are characterized through two strategic dimensions: (1) an inside-out (firm-oriented) vs. outside-in (market-oriented) orientation, and (2) an emphasis on leveraging vs. an emphasis on prospecting activities.Findings The findings show that to realize the opportunities of CSR for business, the environment, and society at large, the role of CSR in the boardroom must be reconfigured. By recasting its role, CSR can become a driver for the strategy process and a transformative force generating strategic changes.Practical implications This paper aims to encourage top executives to take a proactive stance toward responsibility, recognize the new roles and potential impact that CSR can have in corporate strategy, and assist strategic decision-making regarding CSR. Originality/valueThe paper aims to move beyond integrating sustainability into existing strategies and business models by demonstrating how sustainability can also inspire strategic changes a priori when the role of CSR is recast in companies. By viewing CSR as a driver of corporate strategy and strategic initiatives, the authors suggest that besides helping the environment, the community, and society, CSR can take care of corporate strategy.

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“…A thorough understanding of customers and their expressed and implied needs, as well as their value-creating processes, are vital to the firm's success (Payne et al, 2008;Saeed et al, 2015).…”

Section: Inside-out and Outside-in Orientationsmentioning

confidence: 99%

Inside-out and outside-in mental models: a top executive perspective

Yrjölä

Kuusela²,

Neilimo

et al. 2018

EBR

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The purpose of this study is to identify and characterise executives' inside-out (firmoriented) and outside-in (market-oriented) mental models. Since these two orientations are vital for strategic decision making, yet potentially contradictory, it is important to understand the role of inside-out and outside-in thinking in executives' agendas. Design/methodology/approach: Qualitative, semi-structured interviews of fifteen senior executives were employed to capture insights into executives' mental models. Data analysis was conducted following the principles of abstraction, theory emerging from data, and constant comparison. Findings: Four archetypes of executive mental models are identified and characterised along two dimensions (inside-out or outside-in orientation; focus on rational or emotional aspects). Practical implications: The study introduces a tentative framework for practitioners to identify and deploy the potential of the mental models that guide executive decision making. Originality/value: The study extends prior research on mental models by combining this approach with inside-out and outside-in orientations and customer value propositions. In addition, it introduces four archetypes that illustrate the distinct potential of different mental models.

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Inside-out and outside-in orientations: A meta-analysis of orientation's effects on innovation and firm performance

Cited by 76 publications

References 137 publications

The Impact of Innovation Strategy on Organizational Learning and Innovation Performance: Do Firm Size and Ownership Type Make a Difference?

The Impact of Innovation Strategy on Organizational Learning and Innovation Performance: Do Firm Size and Ownership Type Make a Difference?

The company in society: when corporate responsibility transforms strategy

Inside-out and outside-in mental models: a top executive perspective

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