Quadratic effects of dynamic decision-making capability on innovation orientation and performance: Evidence from Chinese exporters

Abstract

This study examines quadratic effects of three export decision-making approaches (planning, creativity and spontaneity) on innovation orientation, and the direct effect of innovation orientation on export market performance. The model, anchored in decision theory and dynamic capabilities, is tested on a sample of Chinese exporting firms using structural equation modelling. Findings indicate that while a greater proclivity to innovate is beneficial for export market performance, a more complex web of relationship is revealed between the three export decision-making approaches and innovation orientation, providing insights on the operationalization of a dynamic decisionmaking capability. Specifically, while an increasing level of export planning reduces an exporter's capacity to innovate, creativity has a positive direct effect on exporter's innovation orientation, which also benefits from extreme spontaneity in export decision-making. We discuss theoretical contributions and export managerial implications of this dynamic decision-making capability for industrial marketing management.

Impact of entrepreneur’s gender on innovation activities. The perspective of small businesses

“…Research on the issue of innovation that has been conducted for many years attempts to identify various factors that may affect it. Both corporations [ 30 , 60 , 61 ] and smaller enterprises [ 21 , 62 – 65 ], as well as micro-entrepreneurs and self-employed [ 34 , 66 ]. Their analysis allows to indicate several areas that may turn out to be important from the point of view of innovativeness of small enterprises.…”

Knowledge management activities and strategic planning capability development

“…Consideration of planning as a capability has been evidenced in the literature through investigation of marketing planning capability (Slotegraaf and Dickson, 2004), product portfolio planning capability (Newey and Zahra, 2009) and, more broadly, strategic decision-making as capability (Hughes and Morgan, 2007; Hughes et al , 2019). Fundamental to the strategy process, planning “can cultivate an organizational capability through the integration, combination, and reconfiguration of a firm’s resources” (Slotegraaf and Dickson, 2004, p. 371).…”

“…Consequently, the theoretical and conceptual development of strategic planning has been “left behind” in the strategic management literature (Wolf and Floyd, 2017), limiting knowledge on how strategy materializes in organizations (Dameron et al , 2015; Thomas and Ambrosini, 2015). More recently, however, strategic planning has been conceptualized and empirically validated as an essential capability for success (Hughes et al , 2019). Such developments raise an important strategic dilemma: how can organizations develop a strategic planning capability?…”

El papel de la Cooperación para Desarrollar Innovación Tecnológica en la PYME

“…Innovación tecnológica y desempeño La literatura relacionada con el éxito de la innovación tecnológica en el rendimiento de las empresas es extensa y ha sido respaldada en diversos sectores (Ferreira, Coelho, & Moutinho, 2018;Genc, Dayan, & Genc, 2019). Las innovaciones tecnológicas permiten responder rápidamente a las necesidades de los clientes, ganar participación de mercado, aumentar la calidad y variedad de los productos (Fossasolalla, Minguela-rata, & Fernández-menéndez, 2015), una mayor propensión a innovar se asocia con un mejor desempeño del mercado de exportación y financiero (Hughes et al, 2018). La innovación también aparece como un motor crítico para el desempeño (Gunday, Ulusoy, Kilic, & Alpkan, 2011).…”