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2014 | OriginalPaper | Buchkapitel

2. Combining Technological and Management Innovations: Empirical Evidence of a Premium Effect

verfasst von : Francisca Sempere-Ripoll, José-Luis Hervás-Oliver, Marta Peris-Ortiz

Erschienen in: Management Innovation

Verlag: Springer International Publishing

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Abstract

This paper determines the performance consequences of the joint adoption of organizational and technological innovations. Using CIS data to analyse 2,837 technological innovators, it is empirically demonstrated that a firm’s co-adoption strategy leads to a premium technological performance thanks to the extra synergistic effects, or the generation of complementarities. Firms co-adopting outperform those adopting solely technological innovations. Therefore, the combination of technical and non-technical competencies, and the integration of a socio-technical system, creates exceptional innovation capabilities. The strategic adoption of solely technological innovation is not enough: in order to leverage the performance of technological innovation it should be integrated into the organization.

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Vorheriges Kapitel Management Innovation and Technological Innovation: Friends or Foes?

Nächstes Kapitel Environmental Performance: Interplay Between the Roles of Process Innovation Capability and Managerial Innovation Implementation

To know more, please retrieve information from: http://epp.eurostat.ec.europa.eu/cache/ITY_SDDS/en/inn_esms.htm; http://epp.eurostat.ec.europa.eu/cache/ITY_PUBLIC/OSLO/EN/OSLO-EN.PDF.

The technological innovators are the firms that carried out product and process innovations in tandem. A product innovator is the one that has introduced at least one new or significantly improved goods or services during the research period. A process innovators is the one that has introduced at least one of the following: new or significantly improved methods for the manufacture or production of goods or services, new or significantly improved logistics systems or delivery or distribution methods for its supplies, goods or services, or support activities for its processes, such as systems of maintenance or IT operations, of purchases or of accounting, being new or significantly improved. We considered the introduction of management innovation when the firm carried out organization and marketing innovation in tandem. In this definition of management innovation, we consider both organizational and marketing innovation. A firm is considered organizational innovator if introduce at least one of the following innovations: new business practices in the organization of the work or of the company procedures, new knowledge management systems to improve the use or exchange of information, knowledge and ability, within the company, or so as to collect information outside of the company, new organization methods for the workplaces in the company, for the purpose of a better distribution of responsibilities and decision-making, or new management models for external relations with other companies or public institutions?. And a marketing innovator may have carried out at least one of the following: significant modifications in the design of the product or in the packaging of the goods or services, new techniques or channels for the promotion of the product, new methods for the positioning of the product in the market or sales channels, or new methods for establishing the prices of the goods or services.

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Titel: Combining Technological and Management Innovations: Empirical Evidence of a Premium Effect
verfasst von: Francisca Sempere-Ripoll
José-Luis Hervás-Oliver
Marta Peris-Ortiz
Verlag: Springer International Publishing
Buch: Management Innovation
Print ISBN: 978-3-319-03133-0

Electronic ISBN: 978-3-319-03134-7

Copyright-Jahr: 2014
DOI: https://doi.org/10.1007/978-3-319-03134-7_2

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