Management innovation: A systematic review and meta-analysis of past decades of research

Khosravi, Pouria; Newton, Cameron; Rezvani, Azadeh

doi:10.1016/j.emj.2019.03.003

Cited by 152 publications

(161 citation statements)

References 111 publications

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“…These companies will have to adopt several requirements such as: A willingness to give up the traditional type of management, possible, by identifying and accepting new challenges, building an organizational structure regarding the learning process and the adoption process of new technologies along with the innovation involved within all domains. All these essentially lead to management innovation, a segment that is directly related to the organizational facet of the company [93], to the usage of new managerial practices, the practice of so-called management innovators [94]. They should try to combine the ideas gained from various studies, analyze and further adapt them to the specific needs of the intended enterprises.…”

Section: Concluding Remarks and Policy Implicationsmentioning

confidence: 99%

Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation

et al. 2020

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Small and medium-sized enterprises (SMEs) are crucial for local economic development, playing a noteworthy role in job creation, poverty alleviation and economic growth, but they encounter many funding barriers. The purpose of the current paper is to investigate the impact of investments and innovation on territorial economic growth, as measured by turnover, for Romanian active enterprises, especially SMEs, over the period 2009–2017. By estimating several log–log linear regressions, the quantitative outcomes provide support for a positive influence of investments on turnover. The association was confirmed both for all active enterprises at the national level, as well as for micro, small, middle-sized and big companies. As regards expenditures on innovation, a positive impact on turnover was acknowledged for all enterprises and particularly for big companies, but there was an absence of any statistically significant relation in the case of SMEs. The impact of firm size on turnover was positive for all active enterprises at the national level, along with active micro-units. Also, the estimation results show a positive impact of the number of active micro-units on territorial economic growth. The empirical findings are relevant to managers and policymakers in order to stimulate, encourage and offer support to SMEs’ development through their strategies.

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Section: Concluding Remarks and Policy Implicationsmentioning

confidence: 99%

Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation

et al. 2020

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“…In addition, the precise nature of the combined effect of technological innovation and management innovation is still rather under‐researched empirically (Azar and Ciabuschi, ; Magnier‐Watanabe and Benton, ; Khosravi et al, ), especially with regard to nonlinear effects. The few scholars (e.g., Krzeminska and Eckert, ; Carboni and Russu, ; Hervas‐Oliver et al, ) who have assessed empirically the combined effect of these two types of innovation have typically looked at the impact on firm performance and used dichotomous scales to measure both types.…”

Section: Introductionmentioning

confidence: 99%

How to leverage the impact of R&D on product innovation? The moderating effect of management innovation

et al. 2019

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Although research and development (R&D) is a key indicator of (technological) innovation, scholars have found mixed results regarding its effect on product innovation and firm performance. In this paper, we claim that variations in R&D effectiveness can be explained by changes in a firm's social system, in particular in its management innovation. It is still unclear how management innovation influences R&D effectiveness in terms of product innovation. In this study, we address this theoretical and empirical gap in the innovation literature. Our theoretical arguments and findings from a large-scale survey among Dutch firms show that R&D has a decreasingly positive relationship with product innovation, particularly for firms with low levels of management innovation. However, in firms with high levels of management innovation, this relationship becomes more J-shaped, especially in small and medium-sized firms. Our findings also appear to indicate that management innovation may be more important for competitive advantage than just R&D. Overall, our insights reveal that management innovation is a key moderator in explaining firms' effectiveness in transforming R&D into successful product innovation. a c bThe relationship between R&D and product innovation across various sizes of firm and types of activity. Interaction effect of R&D and management innovation on product innovation.Relationship between R&D and product innovation.

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“…A simplified timeline of the most relevant Spanish and International is shown in Figure 1. As a result, despite the apparently extensive R+D+I regulatory framework, current literature has not currently tried to identify which are the best practices/actions to take (drivers) throughout the stages of managerial innovation [53], nor provided practical information about how to manage business for optimizing the R+D+i outcomes [54]. There is also a lack of research within companies, when teams are not prepared to implement R+D+I systems either because resources are insufficient, not complementary, and/or cannot work collaboratively [55].…”

Section: • Planning the Development Of R+d+imentioning

confidence: 99%

Standardizing Innovation Management: An Opportunity for SMEs in the Aerospace Industry

et al. 2019

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In a globalized marketplace, the competition in the aerospace industry has increased significantly. Producers can choose between many suppliers. These suppliers have to comply with more requirements and technical specifications, as well as take on greater responsibilities that originally fell on producers. In this context, business opportunities for small and medium-sized enterprises (SMEs) are limited, but still suppliers must try to leverage the maximum strategic advantage of the few that present. Adopting research, development and innovation (R+D+i) practices has proven to bring great benefits to companies and allows them to gain significant competitive advantages. However, the process of designing, implementing and testing R+D+i-related processes is not straightforward, nor it has been addressed in the recent research on SMEs. In this paper, a case study of a Spanish innovative small company providing industrial metrology and quality services is analyzed. Thanks to an internal decision-making process, an R+D+i management system based on the UNE 166.002:2014 standard is eventually adopted. A pilot project is closely followed up to test the robustness of the system implementation. The R+D+i management system has allowed the company to streamline its innovation activities, establish objectives to better allocate essential resources, organize high performing innovation units within the organization structure, increase the clients’ confidence, improve the company’s competitiveness, carry out technological surveillance, and get more patented technology, among many others. Adoption steps taken by this SME are generalizable to other SMEs from other industries and show how an R+D+i management system can be chosen, designed, implemented and tested in the context of Industry 4.0 (I4.0).

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Management innovation: A systematic review and meta-analysis of past decades of research

Cited by 152 publications

References 111 publications

Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation

Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation

How to leverage the impact of R&D on product innovation? The moderating effect of management innovation

Standardizing Innovation Management: An Opportunity for SMEs in the Aerospace Industry

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