Crafting firm competencies to improve innovative performance
European Management JournalPublished 13 October 2008Open access
Boris Lokshin, Anita Van Gils, Eva Bauer
Citations92
SJR quartileQ1
SJR score1.91
SNIP2.46
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms’ innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed in the fast moving consumer goods industry suggest that firms that craft organizational competencies – such as improving team cohesiveness and providing slack time to foster creativity – do not directly improve their innovative performance. However, those firms that successfully combine customer, technological and organizational competencies will create more innovations that are new to the market.
Keywords
Business, Management and Accounting
Administrative Science QuarterlyAbsorptive Capacity: A New Perspective on Learning and Innovation
34,530 Citations1990Wesley M. Cohen, Daniel A. Levinthal
Strategic Management JournalDynamic capabilities and strategic management
31,451 Citations1997David J. Teece, Gary P. Pisano +1 more
Research Methods for Business Students
15,286 Citations1996Mark N. K. Saunders, Philip Lewis +1 more
How to use this book Guided tour Preface Contributors The nature of business and management research and structure of this book and the research topic are explained.
Strategic Management JournalDynamic capabilities: what are they?
14,444 Citations2000Kathleen M. Eisenhardt, Jeffrey A. Martin
Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm to help managers build using these dynamic capabilities.
Administrative Science QuarterlyArchitectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
8,324 Citations1990Rebecca Henderson, Kim B. Clark
Academy of Management ReviewAbsorptive Capacity: A Review, Reconceptualization, and Extension
7,756 Citations2002Shaker A. Zahra, Gerard George
Strategic Management JournalCompetition for competence and interpartner learning within international strategic alliances
4,281 Citations1991Gary Hamel
University of Maribor digital library (University of Maribor)Managing Innovation: Integrating Technological, Market and Organizational Change
4,245 Citations1997Joe Tidd, John Bessant +1 more
Journal of MarketingCorporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis
3,869 Citations1993Rohit Deshpandé, John U. Farley +1 more
Strategic Management JournalThe dynamics of product innovation and firm competences
2,364 Citations2002Erwin Danneels
This study examines how product innovation contributes to the renewal of the firm through its dynamic and reciprocal relation with the firm's competences through field research in five high-tech firms of varying age, size, and level of diversification.
Academy of Management ReviewCausal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage
2,355 Citations1990Richard Reed, Robert DeFillippi
Research PolicyInnovation: Mapping the winds of creative destruction
2,061 Citations1993W. J. Abernathy, KimB. Clark
Research PolicyInnovation: Mapping the winds of creative destruction
1,991 Citations1985William J. Abernathy, Kim B. Clark
European Management JournalHow to Sustain the Customer Experience:
1,711 Citations2007Chiara Gentile, Nicola Spiller +1 more
Organization ScienceTeamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence
1,653 Citations2001Martin Hoegl, Hans Georg Gemuenden
Research PolicyCooperative R&D and firm performance
1,440 Citations2004René Belderbos, Martin Carree +1 more
Administrative Science QuarterlyWhen Innovations Meet Institutions: Edison and the Design of the Electric Light
1,390 Citations2001Andrew Hargadon, Yellowlees Douglas
Journal of Interactive MarketingCollaborating to create: The Internet as a platform for customer engagement in product innovation
1,390 Citations2005Mohanbir Sawhney, Gianmario Verona +1 more
The distinctive capabilities of the Internet as a platform for customer engagement, including interactivity, enhanced reach, persistence, speed, and flexibility, are outlined and it is suggested that firms can use these capabilities to engage customers in collaborative product innovation through a variety of Internet-based mechanisms.
Harvard business reviewCustomers As Innovators: A New Way to Create Value
1,017 Citations2002Stefan Thomke, Eric von Hippel
Administrative Science QuarterlyThe Time Famine: Toward a Sociology of Work Time
979 Citations1999Leslie A. Perlow
Strategic Management JournalMarketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts
842 Citations2005Michael Song, Cornelia Dröge +2 more
The research suggests that the synergistic performance impact of complementary capabilities can be substantive in particular environmental contexts: while synergistic rents cannot always be obtained, it is possible to leverage existing resources through complementarity.
Journal of MarketingMarketing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework
811 Citations1987Orville C. Walker, Robert W. Ruekert
Marketing ScienceSuccess in High-Technology Markets: Is Marketing Capability Critical?
715 Citations1999Shantanu Dutta, Om Narasimhan +1 more
Management SciencePatterns of Communication Among Marketing, Engineering and Manufacturing—A Comparison Between Two New Product Teams
573 Citations1992Abbie Griffin, John R. Hauser
OPAL (Open@LaTrobe) (La Trobe University)Managing Innovation: Integrating Technological, Market and Organizational Change. 3rd edition
555 Citations2005Joe Tidd, John Bessant +1 more
Journal of Marketing ResearchThe Contingency Value of Complementary Capabilities in Product Development
461 Citations1999Christine Moorman, Rebecca J. Slotegraaf
The authors conclude that the most valuable characteristic of firm capabilities may be their ability to serve as flexible strategic options, in this role, firms can deploy them in ways consistent with environmental forces.
California Management ReviewOrganizing and Leading “Heavyweight” Development Teams
444 Citations1992Kim B. Clark, Steven C. Wheelwright
Journal of MarketingMarketing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework
360 Citations1987Orville C. Walker, Robert W. Ruekert
Journal of Product Innovation ManagementOrganizing for Product Development Projects
231 Citations1988Erik Larson, David H. Gobeli
Both the balanced matrix and project matrix compared favorably with project teams in terms of cost, schedule and technical performance and received a stronger recommendation from managers than the project team.
Managing Strategic Innovation and Change: A Collection of Readings
226 Citations1996Michael L. Tushman, Philip C. Anderson
Cooperative strategies and alliances
225 Citations2002Farok J. Contractor, Peter Lorange
Academy of Management ReviewResearch on the Management of InnovationResearch on the Management of Innovation, edited by Van de Ven A. H., Angle H. L., and Poole M. S.. New York: Ballinger Division/Harper & Row, 1989, 752 pp., $79.50, cloth.
194 Citations1991J. D. Eveland
Management ScienceThe Influence of Supervisory Promotion and Network Location on Subordinate Careers in a Dual Ladder RD&E Setting
61 Citations1995Ralph Katz, Michael L. Tushman +1 more