Impact of Entrepreneurial Orientation on Radical Innovation and Its Internal Control Modes

This paper studies radical innovation and its internal managerial control modes from the perspective of entrepreneurial orientation; then proposes a conceptual model and theory hypotheses. On analyzing the effective sample data from 682 enterprises of different industries across 10 provinces and cities in China, we have confirmed the theoretical model. The results indicate that entrepreneurial orientation more emphasizes radical innovation and manages it by strategic control; strategic control is more helpful for enterprise\u27s radical innovation, financial control is not helpful for enterprise\u27s radical innovation

CORPORATE ENTREPRENEURSHIP: A STRATEGIC AND STRUCTURAL PERSPECTIVE

Recently there has been a growing interest in the use of corporate entrepreneurship as a means for corporations to enhance the innovative abilities of their employees and, at the same time, increase corporate success through the creation of new corporate ventures. However, the creation of corporate activity is difficult since it involves radically changing internal organisational behaviour patterns. Researchers have attempted to understand the factors that stimulate or impede corporate entrepreneurship. They examined the effect of a firm’s strategy, organisation and external environment. It appears that the environment plays a profound role is influencing corporate entrepreneurship whereas there is consensus that the external environment is an important antecedent of corporate entrepreneurship. Focus on the environment, the literature highlights two research questions that deserve examination. First, how do firms that compete in different environments vary in the corporate entrepreneurship activities? Second, which corporate entrepreneurship activities are conductive to superior performance in different environments? This paper develops the theoretical foundation of theses questions and focuses on the relationship between corporate entrepreneurship and strategic management in a integrating model of corporate entrepreneurship, giving special attention to the strategic behaviour, corporate context and organisational types.Corporate Entrepreneurship, Strategy

CORPORATE ENTREPRENEURSHIP: A STRATEGIC AND STRUCTURAL PERSPECTIVE

Corporate Entrepreneurship, Strategy

TMT diversity and innovation ambidexterity in family firms

Purpose – Family firms that simultaneously engage in multiple levels of innovation – incremental andradical – are likely to enjoy performance advantages across generations. The purpose of this paper is to research under which management conditions (i.e. top management team (TMT) diversity in terms of generational or non-family involvement) family firms are more likely to achieve innovation ambidexterity. Also, the paper addresses the mediating role of open innovation (OI) breadth in this relationship. Design/methodology/approach – A large cross-sectional sample of 335 small- and medium-sized family firms is used. The hypotheses were tested in a mediation model. The relationship between TMT diversity andambidexterity is measured using a binominal regression analysis, the one between TMT diversity and OIbreadth using a Tobit model. Findings – Drawing on the family firm upper echelon perspective, the results indicate that TMT diversity induced through external managers and multiple generations is positively related to innovation ambidexterity. As the mediation analysis reveals, the relationship can be explained by the higherpropensity of diverse TMTs to get involved in OI breadth. The findings add to the discussion on family firm heterogeneity and its influence on different kinds of innovation. Originality/value–So far, few studies have been concerned with ambidextrous family firms. Contrary totheir reputation, this study identifies family firms as radical as well as open innovators. As such, this research takes account not only of the heterogeneity of family firms, but also of the heterogeneity of family firm innovation

Entrepreneurial orientation and the threat of imitation: the influence of upstream and downstream capabilities

This paper uncovers the complexity between Entrepreneurial Orientation (EO) and performance. The paper explores the effect of the threat of imitation, which is a key external factor to explain competitive dynamics, and hence highlights effectiveness of EO. Also the paper accounts for the role of upstream (technical) and downstream (marketing) capabilities as they influence effectiveness of EO. Our results show that, under threat of imitation, downstream marketing capabilities facilitate taping into opportunities derived from EO, which positively affects performance. Conversely, available upstream technical capabilities do not aim at EO when imitation threats exist in the environment. Of importance is that we question the complexity between EO and performance can be better understood using a configurational approach

Market orientation, market disruptiveness capability and social enterprise performance:An empirical study from the United Kingdom

This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found that a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance

Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance

This study explores the impacts of the internal supportive environment for intrapreneurial activities on firms’ innovative performance and the moderating role of human capital in this relationship by making use of a questionnaire study covering 184 manufacturing firms in Turkey. As for the individual direct effects of the dimensions of Organizational Support (OS), Management Support for Idea Generation and Tolerance for Risk Taking are found to exert positive effects on innovative performance. Availability of a Performance Based Reward System and Free Time have no impact on innovativeness, while Work Discretion has a negative one. As for the role of Human Capital (HC), it is found to be an important driver of innovative performance especially when the OS is limited. However, when the levels of both HC and OS are high, innovative performance does not further increase, probably reaching a temporary performance ceiling. Managerial and further research implications are provided

Listen to the market: Do its complexity and signals make companies more innovative

This paper analyzes four modes of innovation that differ in their scope of newness – innovation generation and adoption–, and in their degree of change –radical and incremental innovations. Building a theoretical model based on the Market Orientation (MO) and contingency theory literatures and utilizing a unique sample of innovating firms, we find that MO positively influence the number incremental generation and adoption of innovations. We also find that environmental complexity moderates the relationship between MO and radical and incremental innovation generation and adoption. That is, we have found that high environmental complexity enhances the introduction of radical and incremental internally generated innovations and harms the introduction of incremental innovation adoptions for market oriented firm. These findings add to the innovation and MO literatures. Our results also have important implications for both commercial activities and R&D policies adopted by firms.taking place in this sector enhances its potential as a showcase for processes of anticipation and adaptation to the environment. In addition, the paper aims to shed some light on the question of whether strategy potentially moderates the MO-performance link. Finally, the principal implications of our findings are discussed.Market orientation, environmental complexity, innovation

Sustainable and traditional product innovation without scale and experience, but only for KIBS!

This study analyzes the ideal strategic trajectory for sustainable and traditional product innovation. Using a sample of 74 Costa Rican high-performance businesses for 2016, we employ fuzzy set analysis (qualitative comparative analysis) to evaluate how the development of sustainable and traditional product innovation strategies is conditioned by the business’ learning capabilities and entrepreneurial orientation in knowledge-intensive (KIBS) and non-knowledge-intensive businesses. The results indicate two ideal strategic configurations of product innovation. The first strategic configuration to reach maximum product innovation requires the presence of KIBS firms that have both an entrepreneurial and learning orientation, while the second configuration is specific to non-KIBS firms with greater firm size and age along with entrepreneurial and learning orientation. KIBS firms are found to leverage the knowledge-based and customer orientations that characterize their business model in order to compensate for the shortage of important organizational characteristics—which we link to liabilities or smallness and newness—required to achieve optimal sustainable and traditional product innovation.Peer ReviewedPostprint (published version