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

[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. 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Quality management as a driver of innovation in the service industry

[EN] This study identifies the combination of factors that lead to quality management reinforcing innovation capability as an organization's strength. The results from 133 Spanish service organizations show that competitive strategy, manager's motivation to adopt quality management, and customer orientation are the key factors that explain the presence of innovation capability as a firm's strength. As some pioneering research points out, the impact of quality management on innovation depends mainly on managers' interpretation of this management philosophy. When quality management focuses on discovering new customer needs and even new markets, it contributes to strengthen the organization's innovation capability.González-Cruz, TF.; Roig-Tierno, N.; Botella-Carrubi, D. (2018). Quality management as a driver of innovation in the service industry. Service Business. 12(3):505-524. https://doi.org/10.1007/s11628-017-0360-750552412

Coordinating knowledge creation: A systematic literature review on the interplay between operational excellence and industry 4.0 technologies

In the process of creating new knowledge, literature has scarcely studied how bodies of knowledge arising from different sources should be coordinated to enhance performance. In particular, the present research focuses on two sources of newly created knowledge, i.e., operational excellence and Industry 4.0, to understand whether they should be implemented sequentially or simultaneously. Operational excellence refers to the implementation of practices such as just in time, total quality management, and Six Sigma that help a firm to create knowledge that facilitates waste reduction and customer value improvement. Industry 4.0 refers to the implementation of new technologies such as artificial intelligence, big data, robotics, Internet of Things, and laser cutting that help a firm to create knowledge to improve overall business performance. We identified and analyzed 30 papers published in 13 peer-reviewed journals and conference proceedings in the field of operations management. Our findings based on the systematic literature review suggest that the interplay between operational excellence and Industry 4.0 can be categorized into four groups: (1) Industry 4.0 supports operational excellence; (2) operational excellence supports Industry 4.0; (3) complementary; and (4) no interdependence. Majority of the papers under study are in the first category, suggesting Industry 4.0 technologies as enabler of operational excellence