4 research outputs found

    Effect of exploitation and exploration on the innovative as outcomes in entrepreneurial firms

    Full text link
    [EN] The main aim of this study is to establish the effect of the Exploitation and Exploration; and the influence of these learning flows on the Innovative Outcome (IO). The Innovative Outcome refers to new products, services, processes (or improvements) that the organization has obtained as a result of an innovative process. For this purpose, a relationship model is defined, which is empirically contrasted, and can explains and predicts the cyclical dynamization of learning flows on innovative outcome in knowledge intensive firms. The quantitative test for this model use the data from entrepreneurial firms biotechnology sector. The statistical analysis applies a method based on variance using Partial Least Squares (PLS). Research results confirm the hypotheses, that is, they show a positive dynamic effect between the Exploration and the Innovative as outcomes. In the same vein, they results confirm the presence of the cyclic movement of innovative outcome with the Exploitation.In addition, this research is part of the Project ECO2015-71380-R funded by the Spanish Ministry of Economy, Industry and Competitiveness and the State Research Agency. Co-financed by the European Regional Development Fund (ERDF).Vargas-Mendoza, NY.; Lloria, MB.; Salazar Afanador, A.; Vergara Domínguez, L. (2018). Effect of exploitation and exploration on the innovative as outcomes in entrepreneurial firms. International Entrepreneurship and Management Journal. 14(4):1053-1069. https://doi.org/10.1007/s11365-018-0496-5S10531069144Alegre, J., & Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: an empirical test. Technovation, 28, 315–326.Amara, N., Landry, R., Becheikh, N., & Ouimet, M. (2008). Learning and novelty of innovation in established manufacturing SMEs. Technovation, 28, 450–463.Aragón-Mendoza, J., Pardo del Val, M., & Roig, S. (2016). The influence of institutions development in venture creation decision: a cognitive view. Journal of Business Research, 69(11), 4941–4946.Ardichvili, A. (2008). Learning and knowledge sharing in virtual communities of practice: motivators, barriers, and enablers. Advances in Developing Human Resources, 10(4), 541–554.Argyris, C., & Schön, D. (1978). Organizational learning: a theory of action perspective. Reading: Addison Wesley.Bagozzi, R. P., Yi, Y., & Singh, S. (1991). On the use of structural equation models in experimental designs: two extensions international. Journal of Research in Marketing, 8, 125–140.Belda, J., Vergara L., Salazar, A., & Safont G. (2018). Estimating the Laplacian matrix of Gaussian mixtures for signal processing on graphs, accepted for publication in Signal Processing.Boland, R. J. J., & Tenkasi, R. V. (1995). Perspective making and perspective taking in communities of knowing. Organization Science, 6(4), 350–372.Bontis, N., (1998). Intellectual capital: an exploratory study that develops measures models. Management Decision, 36, 63–76.Bontis, N. (1999). Managing an organizational learning system by aligning stocks and flows of knowledge: an empirical examination of intellectual capital, knowledge management, and business performance. 1999. Management of Innovation and New Technology Research Centre, McMaster University.Bontis, N., Keow, W., & Richardson, S. (2000). Intellectual capital and the nature of business in Malaysia. Journal of Intellectual Capital, 1(1), 85–100Bontis, N., Hullan, J., & Crossan, M. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies, 39, 438–469.Brachos, D., Kostopulos, K., Sodersquist, K. E., & Prastacos, G. (2007). Knowledge effectiveness, social context and innovation. Journal of Knowledge Management, 11(5), 31–44.Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31, 515–524.Chang, T. J., Yeh, S. P., & Yeh, I. J. (2007). The effects of joint rewards system in new product development. International Journal of Manpower, 28(3/4), 276–297.Chin, W. (1998). The partial least square approach to structural equation modeling. In G. A. Marcoulides (Ed.) (pp. 294–336). New Jersey: Lawrence Erlbaum Associates.Cho, N., Li, G., & Su, C. (2007). An empirical study on the effect of individual factors on knowledge sharing by knowledge type. Journal of Global Business and Technology, 3(2), 1–15.Cohen, W. M., & Levin, R. C. (1989). Empirical studies of innovation and market structure. In R. Schmalansee & R. D. Willing (Eds.), Handbook of industrial organization II. New York: Elsevier.Cohen, W. M., & Levinthal, D. A. (1990). Absorptive-capacity – a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128–152.Cooper, R. G. (2000). New product performance: what distinguishes the star products. Austrian Journal of Management, 25, 17–45.Crossan, M., & Berdrow, I. (2003). Organizational learning and strategic renewal. Strategic Management Journal, 24, 1087–1105.Crossan, M., & Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: a systematic review of the literature. Journal of Management Studies, 47(6), 1154–1191.Crossan, M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: from intuition to institution. Academy of Management Review, 24, 522–537.Damanpour, F., & Aravind, D. (2012). Managerial innovation: conceptions, processes, and antecedents. Management and Organization Review, 8(2), 423–454.Damanpour, F., & Shanthi, G. (2001). The dynamics of the adoption of products and process innovations in organizations. Journal of Management Studies, 38(1), 21–65.Decarolis, D. M., & Deeds, D. L. (1999). The impact of stock and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20, 953–968.Demartini, C. (2015). Relationships between social and intellectual capital: empirical Evidence from IC statements. Knowledge and Process Management, 22(2), 99–111.Dupuy, F. (2004). Sharing knowledge: they why and how of organizational change. Hampshire: Palgrave Macmillan.Fornell, C., & Bookstein, F. I. (1982). Two structural equation models: LISREL and PLS applied to consumer exit-voice theory. Journal of Marketing Research, 19, 440–452.Ganter, A., & Hecker, A. (2013). Deciphering antecedents of organizational innovation. Journal of Business Research, 66(5), 575–584.Ganter, A., & Hecker, A. (2014). Configurational paths to organizational innovation: qualitative comparative analyses of antecedents and contingencies. Journal of Business Research, 67, 1285–1292.Gopalakrishnan, S., & Damanpour, F. (1997). A review of innovation research in economics, sociology and technology management. International Journal of Management Science, 25, 15–28.Hedberg, B. (1981). How organizations learn and unlearn. In P. Nystrom & W. Starbuck (Eds.), Handbook of organizational design. New York: Oxford University.Hedlund, G., & Nonaka, I. (1993). Models of knowledge management in the west and Japan. In: P. Lorange, B. Chacravrarthy, J. Ross, and J. Van de ven (Eds.) Cambridge: Basil Blackwell.Henseler, J., Ringle, C.M., & Sinkovics, R.R. (2009). The use the partial least squares path modeling. In: R. Sinkovics and N. Pervez (Eds.) 277–319.Hsu, I. (2006). Enhancing employee tendencies to share knowledge-case studies on nine companies in Taiwan. International Journal of Information Management, 26(4), 326–338.Hsu, I. (2008). Knowledge sharing practices as a facilitating factor for improving organizational performance though human capital: a preliminary test. Expert Systems with Application, 35, 316–1326.Huang, Q., Davison, R., & Gu, J. (2008). Impact of personal and cultural factors on knowledge sharing in China. Asia Pacific Journal Management, 25(3), 451–471.Ibarra, H. (1993). Network centrality, power, and innovation involvement – determinants of technical and administrative roles. Academy of Management Journal, 36(3), 471–501.Iebra, I. L., Zegarra, P. S., & Zegarra, A. S. (2011). Learning for sharing: an empirical analysis of organizational learning and knowledge sharin. International Entrepreneurship Management Journal, 7, 509–518.Ipe, M. (2003). Knowledge sharing in organizations: a conceptual framework. Human Resource Development Review, 2(4), 337–359.Jenkin, T. (2013). Extending the 4I organizational learning model: information sources, foraging processes and tools. Administrative Sciences, 3, 96–109.Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation, organizational learning, and performance. Journal of Business Research, 64, 408–417.Kane, G. C., & Alavi, M. (2007). Information technology and organizational learning: an investigation of exploration and exploitation processes. Organization Science, 18(5), 796–812.Kleinbaum, D. G., Kupper, N. N., Muller, K. E. (1988). Applied regression analysis and other Multivariable’s methods, PWS KENT.Klomp, L., & Van Leeuwen, G. (2001). Linking innovation and firm performance: a new approach. International Journal of the Economics of Business, 8(3), 343–364.Lansisalmi, H., Kivimaki, M., Aalto, P., & Ruoranen, R. (2006). Innovation in healthcare: a systematic review of recent research. Nursing Science Quarterly, 19(1), 66–72.Laperrière, A., & Spence, M. (2015). Enacting international opportunities: the role of organizational learning in knowledge-intensive business services. Journal of International Entrepreneurship, 13(3), 212–241.Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14, 319–340.Lin, H. (2007). Knowledge sharing and firm innovation capability: an empirical study. International Journal of Manpower, 28(3/4), 315–332.Lloria, M. B., & Moreno-Luzón, M. D. (2014). Organizational learning: proposal of an integrative scale and research instrument. Journal of Business Research, 67, 692–697.March, J. G. (1991). Exploration and exploitation in organizational learning. Organizational Science, 2, 71–87.Matikainen, M., Terho, H., Parvinen, P., & Juppo, A. (2016). The role and impact of firm’s strategic orientations on launch performance: significance of relationship orientation. Journal of Business & Industrial Marketing, 31(5), 625–639.Mone, M. A., McKinley, W., & Barker, V. L. (1998). Organizational decline and innovation: a contingency framework. Academy of Management Review, 23, 115–132.Moreno-Luzón, M. D., & Lloria, B. (2008). The role of non-structural and informal mechanisms of integration and integration as forces in knowledge creation. British Journal of Management, 19, 250–276.Moskaliuk, J., Bokhorst, F., & Cress, U. (2016). Learning from others' experiences: how patterns foster interpersonal transfer of knowledge-in-use. Computers in Human Behavior, 55, 69–75.Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. How Japanese companies create the dynamics of innovation. New York: Oxford University Press.Nonaka, I., & von Krogh, G. (2009). Perspective tacit knowledge and knowledge conversion: controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635–652.Parida, V., Lahti, T., & Wincent, J. (2016). Exploration and exploitation and firm performance variability: a study of ambidexterity in entrepreneurial firms. International Entrepreneurship Management Journal, 12, 1147–1164.Pew, H., Plowman, D., & Hancock, P. (2008). The involving research on intellectual capital. Journal of Intellectual Capital, 9, 585–608.Potter, R. E., & Balthazard, P. A. (2004). The role of individual memory and attention processes during electronic brainstorming. MIS Quarterly, 28(4), 621–643.Ramadani, V., Hyrije, A. A., Léo-Paul, D., Gadaf, R., & Sadudin, I. (2017). The impact of knowledge spillovers and innovation on firm-performance: findings from the Balkans countries. International Entrepreneurship Management Journal, 13, 299–325.Ren, S., Shu, R., Bao, Y., & Chen, X. (2016). Linking network ties to entrepreneurial opportunity discovery and exploitation: the role of affective and cognitive trust. International Entrepreneurship and Management Journal, 12(2), 465–485.Ringle, C. M., Wende, S., & Will, A. (2005). Smart PLS 2.0 (M3) beta, Hamburg: http://www.smartpls.de .Ringle, C. M., Sarstedt, M., & Straub, D. (2012). A critical look at the use of PLS-SEM. MIS Quarterly, 36(1), iii–xiv.Sanchez, R., & Heene, A. (1997). A competence perspective on strategic learning and knowledge management. En Sanchez, R. and Heene, A. (eds.) Strategic learning and knowledge management. John Wiley and Sons.Seidler-de Alwis, R., & Hartmann, E. (2008). The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises. Journal of Knowledge Management, 12(1), 133–147.Shrivastava, P. (1983). A typology of organizational learning systems. Journal of Management Studies, 20, 7–28.Tansky, J., Ribeiro, D., & Roig, S. (2010). Linking entrepreneurship and human resources in globalization. Human Resource Management, 49(2), 217–223.Teece, D. (2012). Dynamic capabilities: routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.Tenenhaus, M., Vinzi, V., Chatelin, Y., & Lauro, C. (2005). PLS path modeling. Computational Statistics and Data Analysis, 49, 159–205.vande Vrande, V., de Jong, J., Vanhaverbeke, W., & Rochemont, M. (2009). Open innovation in SMEs: trends, motives and management challenges. Technovation, 29, 423–437.Vargas, N., & Lloria, M. B. (2014). Dynamizing intellectual capital through enablers and learning flows. Industrial Management and Data Systems, 114(1), 2–20.Vargas, N., & Lloria, M. B. (2017). Performance and intellectual capital: how enablers drive value creation in organisations. Knowledge and Process Management, 24(2), 114–124.Vargas, N., Lloria, M. B., & Roig-Dobón, S. (2016). Main drivers of human capital, learning and performance. The Journal of Technology Transfer, 41(5), 961–978.Vergara, L., Salazar, A., Belda, J., Safont, G., Moral, S., & Iglesias, S. (2017). Signal processing on graphs for improving automatic credit card fraud detection. Proceeding of 2017 I.E. 51st international Carnahan Conference on Security Technology (ICCST 2017), https://doi.org/10.1109/CCST.2017.8167820 , 23–26 Oct, 2017, Madrid, Spain.Wallin, M. W., & Von Krogh, G. (2010). Organizing for open innovation: focus o the integration of knowledge. Organizational Dynamics, 39(2), 145–154.Wang, C. L., & Ahmed, P. K. (2004). Linking innovation and firm performance: a new approach. European International Journal of Technology Management, 27, 674–688.Wold, H. (1980). Model construction and evaluation when theoretical knowledge is scarce. In J. Kmenta & J. B. Ramsey (Eds.), Evaluation of econometric models (pp. 47–74). Cambridge: Academic Press.Wold, H. (1985). Factors influencing the outcome of economic sanctions. In Sixto Ríos Honorary. Trabajos de Estadística and de Investigación Operativa, 36(3), 325–337

    Situational awareness, relational coordination and integrated care delivery to hospitalized elderly in the Netherlands: A comparison between hospitals

    Get PDF
    __Abstract__ Background: It is known that interprofessional collaboration is crucial for integrated care delivery, yet we are still unclear about the underlying mechanisms explaining effectiveness of integrated care delivery to older patients. In addition, we lack research comparing integrated care delivery between hospitals. Therefore, this study aims to (i) provide insight into the underlying components 'relational coordination' and 'situational awareness' of integrated care delivery and the role of team and organizational context in integrated care delivery; and (ii) compare situational awareness, relational coordination, and integrated care delivery of different hospitals in the Netherlands. Methods. This cross-sectional study took place in 2012 among professionals from three different hospitals involved in the delivery of care to older patients. A total of 215 professionals filled in the questionnaire (42% response rate).Descriptive statistics and paired-sample t-tests were used to investigate the level of situational awareness, relational coordination, and integrated care delivery in the three different hospitals. Correlation and multilevel analyses were used to investigate the relationship between background characteristics, team context, organizational context, situational awareness, relational coordination and integrated care delivery. Results: No differences in background characteristics, team context, organizational context, situational awareness, relational coordination and integrated care delivery were found among the three hospitals. Correlational analysis revealed that situational awareness (r = 0.30; p < 0.01), relational coordination (r = 0.17; p < 0.05), team climate (r = 0.29; p < 0.01), formal internal communication (r = 0.46; p < 0.01), and informal internal communication (r = 0.36; p < 0.01) were positively associated with integrated care delivery. Stepwise multilevel analyses showed that formal internal communication (p < 0.001) and situational awareness (p < 0.01) were associated with integrated care delivery. Team climate was not significantly associated with integrated care delivery when situational awareness and relational coordination were included in the equation. Thus situational awareness acted as mediator between team climate and integrated care delivery among professionals delivering care to older hospitalized patients. Conclusions: The results of this study show the importance of formal internal communication and situational awareness for quality of care delivery to hospitalized older patients

    Big data analytics: does organizational factor matters impact technology acceptance?

    Get PDF
    Abstract Ever since the emergence of big data concept, researchers have started applying the concept to various fields and tried to assess the level of acceptance of it with renown models like technology acceptance model (TAM) and it variations. In this regard, this paper tries to look at the factors that associated with the usage of big data analytics, by synchronizing TAM with organizational learning capabilities (OLC) framework. These models are applied on the construct, intended usage of big data and also the mediation effect of the OLC constructs is assessed. The data for the study is collected from the students pertaining to information technology disciplines at University of Liverpool, online programme. Though, invitation to participate e-mails are sent to 1035 students, only 359 members responded back with filled questionnaires. This study uses structural equation modelling and multivariate regression using ordinary least squares estimation to test the proposed hypotheses using the latest statistical software R. It is proved from the analysis that compared to other models, model 4 (which is constructed by using the constructs of OLC and TAM frameworks) is able to explain 44% variation in the usage pattern of big data. In addition to this, the mediation test performed revealed that the interaction between OLC dimensions and TAM dimensions on intended usage of big data has no mediation effect. Thus, this work provided inputs to the research community to look into the relation between the constructs of OLC framework and the selection of big data technology
    corecore