KNOWLEDGE ABSORPTIVE CAPACITY, INNOVATION, AND FIRM’s PERFORMANCE: INSIGHTS FROM THE SOUTH OF BRAZIL

Dávila, Guillermo Antonio; Durst, Susanne; Varvákis, Gregório

doi:10.1142/s1363919618500135

Cited by 32 publications

(24 citation statements)

References 103 publications

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“…The foregoing discussion combines the PFI and DCs frameworks to provide the context of innovation commercialisation by drawing particular attention to the role of absorptive capacity and marketing capabilities in enhancing value capture (Dávila et al, 2018;Katkalo et al, 2010; 793 Innovation commercialisation in Nigeria Najafi-Tavani et al, 2016;Teece, 1986Teece, , 2007Xia and Roper, 2016). Accordingly, we hypothesise that absorptive capacity, including openness and formal training, reinforce innovation performance.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 98%

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Medase

Barasa

2019

EJIM

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Purpose The purpose of this paper is to investigate how specialised capabilities including absorptive capacity and marketing capabilities influence innovation commercialisation in manufacturing and service firms in Nigeria. The authors hypothesise that absorptive capacity measures including openness and formal training for innovation, and marketing capabilities encompassing new product marketing and marketing innovation are positively associated with innovation performance. Design/methodology/approach The authors examine commercialisation of innovation within the profiting from innovation (PFI) and dynamic capabilities (DC) framework and use data from the 2012 Nigeria Innovation Survey to test the hypothesis by means of a Heckman sample selection model. Findings The authors find that absorptive capacity measures comprising openness and formal training are positively associated with innovation performance. The authors also find that marketing capabilities as indicated by new product marketing and marketing innovation are positively associated with innovation performance. Research limitations/implications The authors acknowledge that firms undergo continuous changes and that there may be the presence of unobserved or unmeasured heterogeneity. Taking into cognisance that Nigeria is a federal state, cultural diversity and economic factors are likely to differ widely between geographical regions. Also, while the proposed conceptual framework offers a deeper understanding of innovation performance, examining how integrating activities of the R&D department, human resource department and marketing department affect innovation commercialisation is likely to provide more meaningful insights. Practical implications The role that inter-organisational learning and intra-organisational learning play in driving innovation performance provide managers with a basis for incorporating absorptive capacity building programs that boost employees’ ability to recognise and apply valuable external knowledge to commercial ends. Similarly, firms may benefit from offering marketing capabilities development programs. Furthermore, innovation policies in Nigeria are generally designed to focus on fostering innovation activities aimed at developing innovative output. Accordingly, government support explicitly targeting new product marketing and marketing innovation is likely to play a vital role in the successful commercialisation of innovation in Nigeria. Originality/value This study fuses the PFI and DC framework to examine why innovating firms may not necessarily succeed. This area of study has received scant attention in sub-Saharan Africa given that extant literature focusses on value creation as opposed to value capture.

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 98%

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Medase

Barasa

2019

EJIM

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“…From this perspective, the study argues that the recognition of IC, OC, and innovation culture jointly contribute to an enterprise's competitiveness and economic performance. Most of authors tend to focus on a single issue, either IC, OC (Gläser et al, 2017), either only some offer dual associations IC and performance, OC, and innovation culture (Schneider et al, 2017;Chatzoglou and Chatzoudes, 2018;Dávila et al, 2018) or trial associations organisational culture, performance and innovation culture (Shanker et al, 2017;Kraśnicka et al, 2018), Our study, therefore, provides the results of the relationship between the components of IC and OC, and the influence of these factors on innovativeness (IN) and BP in the new EU member state of the Republic of Croatia. Croatia is used as an example of a post-transition country with an established (but still weak) sector of innovative SMEs.…”

Section: Introductionmentioning

confidence: 99%

Intellectual capital, organisational climate, innovation culture, and SME performance

Dabić

Lažnjak

Smallbone

et al. 2019

JSBED

143

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Purpose The purpose of this paper is to analyse the relationship between the three components of intellectual capital (IC) (human, structural, and relational), and contextual factors relating to organisational climate (OC) and innovation culture, together with their influence on business performance (BP). Design/methodology/approach This empirical research is based on an online questionnaire, which collected data from a non-probability quota sample consisting of 253 Croatian SMEs. The scales for IC, OC, and innovation culture were constructed to test the relationship between these dimensions and assess the BP of the SMEs. Findings Based on a survey on 253 SMEs in Croatia, the analysis shows that the key dimensions of IC, innovation culture, and OC are vital to a company’s success and are strongly inter-correlated. Higher BP is positively related to higher levels of both IC and innovation culture. Research limitations/implications The main limitation of the research is the subjective aspect of the study. The data used in the study were self-reported where respondents in a survey gave their assessment of firm performance. Although this was necessary because of the absence of other data, it is an issue that must be taken into account when interpreting the findings in the study. Practical implications Understanding the role of IC, OC, and innovation culture in relation to BP, particularly in former transition countries, can have important implications for managers and enterprise owners, as well as policy makers and the academic community. Social implications The findings emphasise the important role of tacit knowledge in the innovation process, of which IC and OC are good examples. Originality/value This empirical study brings evidence from the understudied country of Croatia. Croatia is a post-transitional country and the last accessed member of the EU, on the dividing line between a modest and a moderate innovator. This is the first empirical study conducted in Croatia that explores the association between three concepts that are typically investigated separately (IC, OC, and innovation culture).

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“…A inovação, fenômeno que contempla iniciativas individuais e/ou coletivas de criação de valor e de mudanças organizacionais, é considerada elemento potencial para a geração de vantagens competitivas e construção do desenvolvimento econômico (Davila et al, 2018).…”

Section: Gestão Da Inovaçãounclassified

Gestão da inovação em empresas do setor coureiro-calçadista

Theis

Blos²,

Schreiber³

2021

RACE

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As mudanças no cenário econômico vêm transformando o modo de atuação das empresas, e, com isso, a inovação têm sido uma forte aliada para se manterem competitivas no mercado. Pensando na realidade das organizações localizadas na Cidade de Novo Hamburgo, no Estado do Rio Grande do Sul, que durante muito tempo teve sua economia voltada para o setor coureiro-calçadista, este artigo objetivou identificar as especificidades, necessidades e carências do processo de gestão da inovação em empresas do referido setor. Para atender ao exposto, optou-se pelo delineamento metodológico, que iniciou com a revisão bibliográfica e a coleta de dados por meio de observações diretas e entrevista em profundidade com nove gestores de diferentes organizações. Evidenciou-se que as referidas organizações ainda se encontram em estágios iniciais no que diz respeito ao processo de gestão da inovação. Contudo, os entrevistados reconhecem o potencial de diferenciação que está implícito no processo de inovação, mas ressaltam o alto custo, a pouca experiência e a falta de cultura da inovação como as principais barreiras na adoção de práticas de inovação.

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KNOWLEDGE ABSORPTIVE CAPACITY, INNOVATION, AND FIRM’s PERFORMANCE: INSIGHTS FROM THE SOUTH OF BRAZIL

Cited by 32 publications

References 103 publications

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Intellectual capital, organisational climate, innovation culture, and SME performance

Gestão da inovação em empresas do setor coureiro-calçadista

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