Achieving superior SME performance: Overarching role of marketing, innovation, and learning capabilities

2013 ◽  
Vol 21 (3) ◽  
pp. 161-167 ◽  
Author(s):  
Phyra Sok ◽  
Aron O’Cass ◽  
Keo Mony Sok
Keyword(s):  
Marketing Innovation ◽  
Learning Capabilities

INNOVATION COLLABORATIONS IN LOW-TO-MEDIUM TECH SMEs: THE ROLE OF THE FIRM’S INNOVATION ORIENTATION AND USE OF EXTERNAL INFORMATION

2019 ◽  
Vol 23 (02) ◽  
pp. 1950011 ◽  
Author(s):  
OUAFA SAKKA ◽  
JOSÉE ST-PIERRE ◽  
MOUJIB BAHRI
Keyword(s):  
Management Control ◽  
Manufacturing Industries ◽  
External Information ◽  
Marketing Innovation ◽  
Research Organisation ◽  
Research Organisations ◽  
Medium Enterprises ◽  
Successful Innovation ◽  
The Relationship

This study articulates and tests the direct and indirect relationships between the company’s innovation orientation (IO), its collection and dissemination (C&D) of external information among the organisational members, and the level of success of its innovation collaborations involving customers, suppliers, and research organisations. Our conceptual framework is developed based on an integration of the literatures on organisational capabilities, marketing, innovation, and management control. We empirically test these relationships on a sample of 117 small-to-medium enterprises (SME) operating in Low-to-Medium-Tech (LMT) manufacturing industries. Partial Least Squares (PLS) results reveal that the relationship between the firm’s IO and the success of its customer collaborations is partially mediated by the C&D of external information. We also find that the relationship between the firm’s IO and the success of supplier collaborations is direct, and that the C&D of external information has no effect on the success of such collaborations. Finally the relationship between IO, C&D of external information and the success of research organisation collaborations is found to be indirect. Overall, these findings suggest that developing successful innovation collaborations in LMT sectors requires that SME managers start by building an internal culture that promotes innovation, learning and openness to the external environment.

scholarly journals Learning in foreign and domestic value chains: the role of opportunities and capabilities

2020 ◽  
Author(s):  
René Belderbos ◽  
Christoph Grimpe
Keyword(s):  
Learning Opportunities ◽  
Technology Leadership ◽  
Value Chains ◽  
Focal Firm ◽  
Technology Leaders ◽  
Learning Capabilities ◽  
Customer Learning ◽  
Specific Source ◽  
Foreign Customer

Abstract We suggest that the benefits of learning in international value chains for firms’ innovation performance are heterogeneous and depend on the specific source of learning (customers, suppliers, or competitors), whether these sources are based in countries that are technologically advanced or less advanced (learning opportunities), on technology leadership (learning capabilities) on the part of the focal firm, and on the simultaneous learning that occurs from domestic firms. Using direct survey evidence on learning and innovation by German firms, we confirm that technology leaders benefit from advanced foreign customer and supplier learning, that technology laggards benefit from less advanced foreign customer learning and advanced foreign competitor learning, and that both leaders and laggards benefit from domestic customer learning. The findings suggest a tradeoff between the opportunities to learn from foreign or domestic customers.

scholarly journals The role of organizational capabilities on e-business successful implementation

2021 ◽  
pp. 417-432
Author(s):  
Rima Kabrilyants ◽  
Bader Yousef Obeidat ◽  
Muhammad Alshurideh ◽  
Ra'ed Masa'deh
Keyword(s):  
Strong Support ◽  
Organizational Capabilities ◽  
Future Research ◽  
Successful Implementation ◽  
Policy Makers ◽  
Learning Capabilities ◽  
It Assimilation ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This study sought to investigate the role of organizational capabilities on e-business successful implementation. The proposed conceptual framework was tested on a sample of 16 Jordanian companies with an online involvement, and a total of 263 valid returns were obtained in a questionnaire based survey. The results provide quite a strong support for the hypothesized relations: organizational capabilities, namely learning organizational capabilities and IT capabilities have significant impact on e-business implementation success. However, no statistical support was found for the significant impact of the knowledge management capabilities on e-business successful implementation. This study implies that the policy-makers should focus on formulating policies and targeting appropriate organizational capabilities to ensure effective e-business implementation, which will eventually yield positive results for the company as a whole. An organization needs a well-designed IT infrastructure to create and maintain the organizational knowledge deriving from organizational learning capabilities and enabling IT assimilation. In light of these results, the research presented many recommendations for future research and a set of limitations.

scholarly journals The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

2017 ◽  
Vol 36 (1) ◽  
pp. 32-48 ◽  
Author(s):  
Justin Doran ◽  
Geraldine Ryan
Keyword(s):  
Financial Incentives ◽  
Idea Generation ◽  
Multidisciplinary Teams ◽  
Community Innovation Survey ◽  
Organisational Innovation ◽  
Marketing Innovation ◽  
Using Data ◽  
The Impact ◽  
Innovation Outcomes

AbstractThis paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008-2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.

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