Intellectual capital drivers of product and managerial innovation in high‐tech and low‐tech firms

Abstract

There is widespread understanding that intellectual capital (IC), consisting of the valuable knowledge resources of an organization, is a key enabler of innovation activities; however, little is known about the more specific contingencies impacting the relationship between IC and innovation. Thus, this article examines firm technology level and innovation type as contingency variables. It was argued that because high‐tech and low‐tech firms differ in terms of several knowledge characteristics (complexity, tacitness and pace of renovation), it is likely that their innovation performance is supported by different combinations of IC components. Furthermore, differences between product/service and managerial innovation could also lead to changes in the degree of relevance of various IC components. To test these contingency hypotheses, a survey dataset collected from 180 Spanish companies is analysed using structural equation modelling. The results demonstrate that both firm's technology level and type of innovation affect how IC influences innovation performance. The findings contribute to a knowledge‐based perspective on innovation and pave the way for a more context‐sensitive and contingency‐mindful approach to understanding innovation and knowledge‐based value creation.

The effective role of work environment and its influence on managerial innovation

“…It has a lot of benefits in terms of encouraging the performance of individuals and having them understand what their organization is looking for when it comes to their performance. These results were in total agreement with the results of the following studies (Dufays, 2018; Soto-Acosta & Martinez-Conesa, 2018; Lerro et al, 2014;Buenechea-Elberdin et al, 2018;Su & Baird, 2017). In addition, there are many studies within the literature which see work environment as a crucial idea that has the ability to drive the organization towards the success, among these studies Barsh et al (2008) who argued that innovation must be accompanied with a healthy work environment, and Sánchez et al (2011) who stated that positive work place can motivate the way innovation roams around within the organization.…”

“…In an organization, the nature of the culture that is found within the internal environment, in addition to the level of understanding towards the external environment are among the main supports and motivators of managerial innovation, as mentioned by Zlatanović and Mulej (2015). Other drivers that may influence the degree of innovation within the managerial system in organizations may also be involved (Dufays, 2018;Soto-Acosta & Martinez-Conesa, 2018;Lerro et al, 2014;Smith & Tushman, 2005;Buenechea-Elberdin et al, 2018;Su & Baird, 2017;Caniëls, 2008) including the following, -Strategies and structures followed in an organization, -Internal procedures and practices, -Managerial support, this involves the support of higher management, -The use of ICT (information and communications technologies), -Talents and skills within the staff of the organization, this involves managers, leaders and employees, -A good work environment that enables the human force to act in accordance with the organizational mission and vision.…”

Knowledge Management in Brazil: What Governance Mechanisms are Needed to Boost Innovation?

“…Innovation performance. To measure innovation performance, we decided to use subjective perceptual indicators, following the approach that has been used in other studies in Brazil (Figueiredo, 2011) and in other contexts (e.g., Buenechea-Elberdin, Kianto, & Sáenz, 2018). Several reasons guided our choice.…”

The Impact of Core Technological Capabilities of High-Tech Industry on Sustainable Competitive Advantage

“…Fourth, the core competitiveness of an enterprise adapts to its development strategy, so other enterprises cannot simply follow [34]. Therefore, the core competitiveness of high-tech companies mainly includes scientific and technological innovation capabilities, scientific and technological human capital, scientific and technological financial capital, organizational coordination and integration capabilities, corporate external influence capabilities, and adaptability [35].…”