Not So Similar After All: Exploring the Diversity of Strategic Orientations for Innovation

Denicolai, Stefano; Zucchella, Antonella; Moretti, Federico

doi:10.1142/s1363919618500366

Cited by 4 publications

(3 citation statements)

References 122 publications

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“…The methodological choice of following Freeman and Soete can be explained by the following: this typology establishes different degrees of innovation, allowing a better classification of the companies (Denicolai et al , 2018), and the typology adds to the analysis of the interrelationships that companies have with the national and sectorial system of innovation, which is relevant for the sector investigated in this research (Marin et al , 2015).…”

Section: Methodsmentioning

confidence: 99%

Innovation strategies in the Brazilian sugar–energy industry

Gomes

Santos

Basso

2019

JADEE

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Purpose The purpose of this paper is to analyze the innovation strategies of the sugar–energy industry in Central-Southern Brazil with regard to its resource structure and results. Design/methodology/approach The data were collected through a questionnaire covering the three-year period from 2015 through 2017. The results were extracted based on a combination of factor analysis and multiple regression analysis. Findings The innovation strategies of Brazilian sugar–energy companies are characterized as defensive and imitative based on the resources dedicated to innovation and the implementation of innovation with respect to products, processes, eco-innovation and cost reductions. Research limitations/implications The sample is representative, but it does not cover all companies in the Brazilian sugar–energy industry. The data were acquired using a survey, and the results could not be compared to the financial results of the companies. Practical implications Sugar–energy companies need to define their innovation strategies, as these strategies lead to different results that can be achieved only through the management of resources dedicated to the generation and implementation of innovations. Managers and analysts need to know the profile of these innovation strategies to evaluate the effectiveness of the results based on the resources that were invested. Originality/value This study presents an exploratory model that identified two factors related to innovation efforts and three results. It is possible to define the innovation strategies of companies in the Brazilian sugar–energy industry, which is one of the most competitive in Brazil.

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Section: Methodsmentioning

confidence: 99%

Innovation strategies in the Brazilian sugar–energy industry

Gomes

Santos

Basso

2019

JADEE

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“…Orientación estratégica a la innovación La OEI, como uno de los enfoques de la orientación estratégica organizacional, se orienta en introducir y mejorar los bienes y servicios producidos, así como los procesos productivos y organizativos para la generación de ventajas competitivas (Chou y Yang, 2011;Denicolai et al, 2018;Dogan, 2017;Chatzopoulou et al, 2022;Hakala, 2011;Gatignon y Xuereb, 2006;Kumar et al, 2012;Naranjo-Valencia et al, 2011;Yousaf et al, 2020;Mutlu y Sürer, 2016;Adams et al, 2019).…”

Section: Marco Teórico O Referencialunclassified

Relationship Between Strategic Innovation Orientation and Organizational Performance: The Mediating Role of Intellectual Capital

Restrepo-Ramírez,

Sepúlveda-Rivillas,

Gómez-Montoya

2024

Rev. CEA

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Objetivo: analizar empíricamente la relación entre la orientación estratégica a la innovación y el desempeño organizacional a través de la mediación del capital intelectual. Diseño/metodología: el estudio siguió un diseño transversal con alcance exploratorio, usando técnicas cuantitativas, como el método de enfoque de productos de coeficientes de Baron y Kenny (1986), para analizar el efecto mediador. La muestra estuvo conformada por 1765 empresas del sector manufacturero en Colombia, obteniendo los datos a partir de la Encuesta de Desarrollo e Innovación Tecnológica (EDIT) de la industria manufacturera para el periodo 2019-2020. Resultados: se evidenció la existencia de una relación estadísticamente significativa entre la orientación estratégica a la innovación y desempeño organizacional; además, se demostró que el capital intelectual ejerce un rol mediador en esta relación. Conclusiones: se concluye que el capital intelectual es un mecanismo a través del cual las iniciativas estratégicas orientadas a la innovación se traducen en mejores resultados organizacionales. Originalidad: el presente estudio utiliza indicadores observables para operacionalizar los constructos analizados, aportando evidencia empírica sobre la forma como los aspectos relacionados con conocimientos y habilidades del personal, mejora de los procesos organizacionales y relaciones efectivas con los grupos de interés, potencian el efecto directo de la orientación estratégica a la innovación en el desempeño organizacional. De esta forma, el capital intelectual representa un nuevo mecanismo mediador que ha sido poco analizado en la literatura previa sobre orientación estratégica a la innovación y su impacto en el desempeño de las organizaciones.

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“…As far as a meso-perspective is concerned, a central stream of research interest has focused on exploring how innovation expands beyond companies' boundaries to their supply and value chains. Indeed, innovation strategies are characterised by their value chain structures, which is a key part of a business model (Denicolai et al, 2018). Thus, when companies innovate their business model, usually they need to look outside for receiving support from other organisations; particularly in their supply and value chains, in terms of new resources, capabilities, and know-how (Aarikka-Stenroos et al, 2014).…”

Section: Meso-perspective: Innovating Supply and Value Chains For Cir...mentioning

confidence: 99%

How Companies Innovate Business Models and Supply Chains for a Circular Economy: A Multiple-Case Study and Framework

Kaipainen

Urbinati

Chiaroni

et al. 2022

Int. J. Innov. Mgt.

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To implement a circular economy (CE), companies are pushed to innovate, respectively, their business models, from a micro-perspective, and their supply chains, from a meso-perspective. Despite the increasing research on both these perspectives, there is still a knowledge gap on how companies innovate business models and supply chains for circularity. In this study, we build on innovation management, circular business model (CBM), and circular supply chain (CSC) literatures and develop a theory-based framework where circularity leads to product/process/service innovation from a micro-perspective, and to possible innovation in companies’ supply chains (retaining existing chains/renewing them) from a meso-perspective. Through a multiple-case study of Finnish and Italian CE pioneer companies, we validate this framework, find evidence on interplay between CBM and CSC innovation, and identify innovation strategy variants. The framework contributes to innovation management, CBM, and CSC literature works, and encourages managers willing to adopt circularity to consider innovating simultaneously both their business models and supply chains.

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Not So Similar After All: Exploring the Diversity of Strategic Orientations for Innovation

Cited by 4 publications

References 122 publications

Innovation strategies in the Brazilian sugar–energy industry

Innovation strategies in the Brazilian sugar–energy industry

Relationship Between Strategic Innovation Orientation and Organizational Performance: The Mediating Role of Intellectual Capital

How Companies Innovate Business Models and Supply Chains for a Circular Economy: A Multiple-Case Study and Framework

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