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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 28)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 13, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 5)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 4, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 29)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 171, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 15)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 7, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 21, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 247)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 15, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 15, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 12, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 6, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (Followers: 1, SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 15)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 20, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 127, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 20, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 16, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 43, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 43, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 3)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 7, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 7, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 15, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 6, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 14, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 16, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 4, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 9, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 10, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 14)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 12, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 22)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 10, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 17, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 21, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 48, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 10, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 47, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 15, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 120, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 181, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 5, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 4, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 381, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 49, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 20, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover European Journal of Innovation Management
  [SJR: 0.596]   [H-I: 30]   [23 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1460-1060
   Published by Emerald Homepage  [335 journals]
  • How rumors and preannouncements foster curiosity toward products
    • Pages: 350 - 371
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 350-371, August 2017.
      Purpose The purpose of this paper is to focus on the potentially positive role of rumors in generating curiosity about new products, and further shows how this prior knowledge through rumors affects consumer responses to subsequent official preannouncements about these products. Design/methodology/approach Building on the seminal work by Rogers (2003) on the innovation-adoption process, the authors examine how two factors – product newness (incremental vs radical) and rumor ambiguity (ambiguous vs unambiguous) shape consumer interest (curiosity) toward new products. Findings Study 1 experimentally tests the assumption that incremental and radical new products may benefit from different types of rumors, and shows that radical new products benefit more from ambiguous rumors as compared to incremental new products in terms of increased curiosity toward the product. Study 2 links rumors to preannouncements, and shows that rumors set expectations that become confirmed or disconfirmed by preannouncements. The results show that the curiosity evoked by the rumor has a significant impact on purchase intentions toward the new product, especially when they are confirmed by the preannouncements about the same product. Originality/value There is scant research investigating how rumors may shape consumer expectations about new products despite the prevalence of rumors in the marketplace, and this research provides a first outlook on the positive role that rumors play in the marketplace.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:41Z
      DOI: 10.1108/EJIM-03-2016-0037
       
  • Science-industry R&D cooperation effects on firm’s appropriation
           strategy
    • Pages: 372 - 391
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 372-391, August 2017.
      Purpose The purpose of this paper is to show how science-industry R&D cooperation (SIRC) generates effects on the strategy developed by firms to appropriate the benefits of innovations. Given the plurality of cooperation patterns between firms and public R&D institutions and the variety of appropriation mechanisms used by firms to protect generated knowledge or to strengthen their market position, this paper investigates to what extent different forms of cooperation are associated with different effects on appropriation strategy. Design/methodology/approach As evidence of this, the authors carry out a multiple case study, covering nine biopharmaceutical Argentine firms whose innovation projects are developed in cooperation with public R&D institutions. Using critical dimensions identified by public-private R&D cooperation literature, the paper analyzes the characteristics of cooperation in the cases studied, looking for different patterns. Given the existence of various appropriation mechanisms identified by appropriability literature, the paper analyzes how firms use (or not) those mechanisms within the specific context of jointly generated innovation. Findings The paper shows that SIRC generates opposing effects on the various appropriation mechanisms used by firms, both challenging and strengthening them. Likewise, the identification of three cooperation patterns in Argentine biopharmaceutical sector, namely, contract R&D, internalization and coordination, allows appreciating how each pattern affects differently the appropriation mechanisms used by firms, being the coordination one, the most functional to the appropriation strategy of firms analyzed. Research limitations/implications The arguments presented here are necessarily limited to the biopharmaceutical Argentine sector, which is strategic to the country, for accumulated capabilities in scientific and business aspects. The analysis could be enriched by extending it to other industries with similar innovation characteristics and to other countries, where patents have a similar weight (emerging countries) or a different one (developed countries). Practical implications Innovation and public-private collaboration policies may benefit from the analysis presented here, which helps to assess advantages and challenges of different SIRC logics on firms’ appropriation issues and to considerate which aspects allow cooperation and appropriation combining in a more virtuous form. Originality/value There is no paper that explicitly examines the effects generated by different SIRC patterns on the appropriation strategy of firms, conceived as a combination of different mechanisms which may include patents but is not limited to them.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:33Z
      DOI: 10.1108/EJIM-07-2015-0058
       
  • Communicating technological innovations
    • Pages: 392 - 405
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 392-405, August 2017.
      Purpose Consumers’ perceptions of new technologies are vital for the adoption of innovations. However, due to the complexity of technological innovations and associated consumer concerns, marketing communications play a crucial role in shaping attitudes. In this context, the level of technical complexity presented in advertisements can be a critical determinant of communication effectiveness. The paper aims to discuss this issue. Design/methodology/approach By conducting an experiment in the context of plug-in hybrid electric cars, this study examines the impact of technical complexity on communication effectiveness. The authors also include consumers’ product involvement as a potential moderator of this relationship. Findings This paper reveals that individuals with low product involvement respond more favourably to technically simple ads. However, medium-involved consumers show the best responses towards ads with a high level of technical complexity. Interestingly, the authors could not find significant attitude differences for high-involvement individuals in terms of the level of technical complexity. Practical implications The results support the notion that the advice “keep it short and simple” is not always appropriate. In particular, when marketers want to communicate technological innovations, a more complex presentation can provoke positive reactions, when the audience has at least a medium level of product involvement. Originality/value There is little evidence concerning how technical complexity within marketing communications affects consumer attitudes. This study significantly contributes to the understanding of how advertisements of technological innovations are perceived by consumers.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:31Z
      DOI: 10.1108/EJIM-08-2016-0078
       
  • Trust, integrated information technology and new product success
    • Pages: 406 - 427
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 406-427, August 2017.
      Purpose The purpose of this paper is to investigate the combined roles via trust relationships of the two technology cores of the firm: information technology (IT) and R&D and their impact on new product success. Design/methodology/approach A model was tested whereby trust and the integrated IT strategy account for a significant amount of the variance in a broad range of new product development (NPD) outcomes for a survey sample of 223 manufacturing firms. Respondents said design practices and quality methods like Six Sigma accounted for a total of over 25 percent of the reports of the most helpful approaches in promoting effective NPD. At the same time their biggest challenges were having a clear strategic direction within which to operate and resolving cost and resource issues which accounted for over a third (34 percent) of barriers to success. Findings Respondents reported that a total of over 25 percent of the reports of the most helpful approaches in promoting effective included these quality methods. At the same time their biggest challenges were having a clear strategic direction within which to operate and resolving cost and resource issues which accounted for over a third (34 percent) of barriers to success. High-tech firms were less likely to report integrated IT strategies, but this tended to be counterbalanced by high levels of trust in the IT function and adoption of organizational innovations for execution of strategic intent. Implications for future research and practice are discussed. Research limitations/implications Survey methods produce broad results with low response rates in most studies involving R&D and NPD, and this study is no exception. Practical implications With the challenge of strategy alignment reported by many of these firms, it seems clear that the top management team cannot afford to leave NPD challenges to engineering teams and NPD programs without guidance and general vision. Social implications NPD has become the staple of most manufacturing firms as a way of meeting and beating the competition worldwide. However, trust between functional areas often starts before people are even employed and should begin in training and educational programs. Originality/value Designing NPD programs is at the heart of many firms’ competitive strategies and the fast learning companies are the winners. Very little is known about the trust relationship between IT and R&D and their combined effects on new product success which we have found to be significant and unexpected in their impacts.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:34Z
      DOI: 10.1108/EJIM-12-2015-0128
       
  • Innovation performance of Italian manufacturing firms
    • Pages: 428 - 445
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 428-445, August 2017.
      Purpose The purpose of this paper is to explain how internal and external sources of knowledge influence the innovation performance (IP) in Italian manufacturing firms and how different these relationships are for low-technology (LT) and high-technology (HT) firms. Design/methodology/approach The study proposed a model relating external knowledge, internal knowledge and IP that was tested using Bayesian structural equation modeling with a sample of Italian manufacturing firms of Community Innovation Survey 2010. It was run separately for high-tech firms (including HT and medium-HT aggregations of manufacturing industries of NACE Rev. 2) and low-tech firms (including LT and medium-LT aggregations). Findings The results showed a difference between high-tech and low-tech manufacturing firms in Italy. The investments to leverage internal knowledge sources are important for high-techs and not significant for low-techs. On the other hand, the level of external KS improves significantly the IP of low-techs and has a negative effect for high-techs. The level of absorptive capacity is central to improve the positive effect of the external knowledge on the IP for all firms, but it is still underdeveloped. Originality/value The effects of 2008 economic crisis hit the Italian manufacturing industry specifically hard and are still felt. Innovation is a solution for firms’ growth and Italy is considered a below-average innovator country in Europe. The study could identify important gaps in Italian manufacturing firms that hinder their innovative performance improvement.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:35Z
      DOI: 10.1108/EJIM-12-2016-0119
       
  • Combining knowledge to generate novelty: a study of disclosed ideas for
           life science inventions
    • Pages: 446 - 462
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 446-462, August 2017.
      Purpose The purpose of this paper is to investigate how a combination of diverse sources of knowledge is important for generation of new ideas and address how institutional infrastructures and practices support integration of knowledge across organizations in medicine and life sciences. Design/methodology/approach The paper investigates new product ideas that emerge from hospital and university employees, and looks at the extent of interaction between clinical and scientific environments in the idea generation process. The paper utilizes data about all new product ideas within life science that were reported in South-Eastern Norway in 2009-2011, as well as information about the individuals and teams that had been involved in disclosing these ideas. Interviews with inventors have also been carried out. Findings Interaction and integration across scientific and clinical domains are common and important for generating new product ideas. More than half of the disclosed life science ideas in the database come from groups representing multiple institutions with both scientific and clinical units or from individuals with multiple institutional affiliations. The interviews indicate that the infrastructure for cross-domain interaction is well-developed, particularly for research activities, which has a positive effect on invention. Originality/value The paper uses an original data set of invention disclosures and investigates the hospital-science interface, which is a novel setting for studies of inventive activities.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:39Z
      DOI: 10.1108/EJIM-11-2016-0114
       
  • Openness and innovation performance
    • Pages: 463 - 492
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 463-492, August 2017.
      Purpose Focusing on some relevant constructs defined by the open innovation (OI) literature (i.e. determinants of openness; openness choices operationalized in terms of collaboration depth with scientific and business partners; organizational and social context; innovation performance in terms of novelty and efficiency), this paper investigates the relationships among such constructs. More specifically, the purpose of this paper is to empirically analyse two types of relationships: between some contextual factors and firms’ openness choices; and among openness choices, a set of organizational-managerial and social factors, and OI performance outcomes. Design/methodology/approach The authors carried out a theory testing survey, involving four European countries (Finland, Italy, Sweden and the UK). The authors applied descriptive statistics and a series of regressions. Findings The authors analysed the impact exerted by external and internal variables on the collaboration depth with scientific and business partners: technological trends are relevant to move firms towards external collaborations, with both types of partners; efficiency goals pursued in collaborations are related to the collaboration depth with both types of partners, while an aggressive innovation strategy is positively related only to scientific-partner depth. Besides, collaboration depths with both partners are positively related to the both sides of innovation performance (i.e. novelty and efficiency), but the organizational-managerial and social contexts emerge as relevant mediator variables. Organizational-managerial and external relational social capital exert a beneficial role on the both types of innovation performance, while internal relational social capital benefits only novelty. Research limitations/implications The work shows important limitations such as the low level of the explanatory values in the regression models. Therefore, the results must be considered as preliminary explorative insights that may be useful to encourage further studies. Practical implications This work serves to raise managers’ awareness on the opportunity of developing organizational-managerial mechanisms, as well as on the importance of social capital to profit from collaborations. Originality/value Although during the last decade many researchers have claimed that we are in the era of OI, empirical works, which provide both a more comprehensive and detailed understanding of the phenomenon, are still few. Moreover, the specific action of the context (managerial, organizational and social) as possible mediator of the performance outcomes of openness is empirically under-studied. The authors’ work attempts to fulfil these gaps.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:36Z
      DOI: 10.1108/EJIM-06-2016-0061
       
  • Innovation capacity, organisational culture and gender
    • Pages: 493 - 510
      Abstract: European Journal of Innovation Management, Volume 20, Issue 3, Page 493-510, August 2017.
      Purpose The purpose of this paper is to examine the impact of gender diversity on organisational capacity for innovation, and explore the factors that affect the relationship between gender diversity and innovation. Design/methodology/approach The study applies the Innovation Phase Assessment Instrument (a 168-item survey instrument designed to assess an organisation’s alignment to six dimensions of human capital innovation inputs) to members of an Australian manufacturing firm, exploring relationships across both gender and work function in the firm. Findings Initial results suggest a negative relationship between proportion of females in functional areas and capacity for innovation. Further analysis suggests that capacity for innovation among female employees was suppressed by an unfavourable organisational climate (OC). Practical implications With a trend towards greater gender diversity as a means for improving organisational innovation, managers should be aware of the role that OC plays in assisting innovation. The relationship between gender diversity and innovation is not merely quantitative, but is also qualitative. Simply increasing the number of females in male-dominated firms may not result in improved innovation capacity. Unless the OC of the firm is aligned to what is needed for successful innovation, the benefits of greater gender diversity may not be realised. Originality/value This study integrates research from the psychology of creativity and innovation with consideration of organisational design and innovation management. The study demonstrates that a highly differentiated analysis of psychological antecedents to innovation can be used to cast new light on the origins of gender and other group differences in firms. The findings add important new knowledge to the arguments in favour of greater gender diversity as a means for improving organisational innovation.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-13T11:12:38Z
      DOI: 10.1108/EJIM-12-2016-0120
       
  • The roles of CEO transformational leadership and organizational factors on
           product innovation performance
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the mechanism between CEO transformational leadership and product innovation performance, to understand the process through which transformational CEOs exert their influence. Design/methodology/approach This study is a quantitative research. Data were collected from 269 manufacturing firms in Thailand through a mail survey. This research applied a two-step structural equation modeling process. Findings The results indicate that CEO transformational leadership indirectly affects product innovation performance through an innovation culture, organizational learning, and the new product development (NPD) process. CEO transformational leadership has a strong effect on innovation culture and organizational learning. Organizational learning is strongly associated with the NPD process, which significantly leads to product innovation performance. By integrating the knowledge of leadership and operations management fields, this study helps extend the understanding of how leaders at the top of an organization influence the NPD process and product innovation outcomes. Practical implications For practical implications to be more effective, CEOs focusing on product innovation should develop their skills and behaviors of transformational leadership to foster innovation culture and organizational learning, which in turn will affect product innovation performance. Originality/value This study makes a contribution to the literature by filling the research gaps proposed by several prior studies and offering a theoretical framework of the relationship between CEO transformational leadership and product innovation performance.
      Citation: European Journal of Innovation Management
      PubDate: 2017-09-18T07:18:52Z
      DOI: 10.1108/EJIM-06-2017-0077
       
  • Valuating and analyzing the patent portfolio: the patent portfolio value
           index
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of the paper is to advance a framework that can assess and analyze the value of patent portfolios. On this purpose, the framework develops a conceptual and comprehensive index, the patent portfolio value index (PPVI), to assess the patent innovation level and suggest economic-strategic guidelines. Design/methodology/approach The authors have designed and applied a framework that synthesizes into a single index the results of a multiple criteria approach, based on information derived from quantitative objective data (claims, citations, and market coverage), information related to qualitative determinants (strategic positioning and economic importance), and information derived from decision makers’ perceptions and judgments. Findings The authors have applied the PPVI to the 3,532 patent portfolio documents in an Italian worldwide player in aerospace and defense market. The combined analysis, provided by the PPVI and a qualitative synoptic representation, has made it possible to understand the strategic positioning and alignment of patents with the core business of the company. The results of the analysis have provided managers with the necessary suggestions regarding action items to be performed: to reinforce, license, try to dismiss, or sell some of the examined patents of the portfolios. Practical implications The PPVI supplies a quick procedure to ascertain the profitability of patents and accounts for the value of a patent portfolio from an internal business perspective. Originality/value As it is built and defined, the PPVI shows elements of novelty compared to the other indexes existing in the literature, in that it follows a multiple criteria approach by merging quantitative and qualitative information.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-22T09:18:41Z
      DOI: 10.1108/EJIM-02-2017-0009
       
  • From initiatives to employee-driven innovations
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the generation of innovations by employees and the creation of initiative paths, and to discover which factors contribute to the implementation of an initiative. Design/methodology/approach Based on longitudinal qualitative research, the study explores the profiles of initiative paths and the types of innovations and relationships among the generated innovations. Findings It was found that, to become an innovation, an initiative followed different paths along which the processing and outcomes varied, as did the time needed for experimentation. The creation of initiative paths required the transformative agency of the actors involved. Power relations had an impact on the generation of initiatives and implementation of innovations. Originality/value Innovations research has concentrated on the generation of ideas and the implementation of innovations. This study focuses on the process path along which ideas become innovations and on the role of power relations in the innovations process.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-22T09:09:40Z
      DOI: 10.1108/EJIM-09-2016-0085
       
  • The innovation capacity of small food firms in Italy
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to analyze the innovation capacity of small and medium enterprises (SMEs) and micro enterprises through a theoretical framework that addresses the influence of some internal and external resources – derived from the literature review – on the development of innovation activities and on innovative firm’s results. Design/methodology/approach Based on a structured questionnaire, the empirical survey has involved 122 SMEs and micro enterprises of the most representative agrifood supply chains in the Campania region: dairy, wine, pasta and olive oil. The data have been then elaborated through the cluster analysis technique in order to explore any meaningful patterns that may exist in terms of the innovation capacity. Findings This study shows the existence of three clusters/innovation modes: collaborative innovators (CIs), non-collaborative innovators (NCIs), and non-innovators (NIs). Even though CIs represent 16.2 percent of the sample, this cluster shows an increased or stable revenue during 2011-2013 in comparison to the other two clusters. Research limitations/implications This study provides a static view in comparison to the longitudinal analysis which could have provided a more dynamic view of the innovation capacity of agrifood SMEs and micro enterprises. Originality/value This is the first quantitative study focusing on the factors related to the innovation capacity of agrifood firms in the Campania Region. The study specifically analyses the innovation capacity of SMEs and micro enterprises. Moreover, it offers a comprehensive analysis of internal and external drivers to innovation.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-18T09:40:58Z
      DOI: 10.1108/EJIM-04-2017-0041
       
  • Barriers to innovation within large financial services firms
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose Since the 2008 financial crisis, the financial industry is in need of innovation to increase stability and improve quality of services. The purpose of this paper is to explore internal barriers that influence the effectiveness of projects within large financial services firms focussing on potentially disruptive and radical innovations. While literature has generally focused on barriers within traditional technology and manufacturing firms, few researchers have identified barriers for these type of firms. Design/methodology/approach A framework of internal barriers was developed and validated by means of an explorative case study. Data were collected at a European bank by exploring how innovation is organized and what barriers influence effectiveness of eight innovation projects. Findings Six items were identified as key barrier for potentially disruptive and radical innovations (e.g. traditional risk-avoidance focus, and inertia caused by systems architecture). As such, in the sample these were more important than traditionally defined barriers such as sources of finance, and lacking exploration competences. Research limitations/implications Based on a small number of projects within one firm, the results highlight the need for more in-depth research on the effects of barriers and how barriers can be overcome within this industry. Originality/value The results show that there is a discrepancy between the societal demand for radical change within the financial industry and the ability of large financial services firms to innovate. The study identifies which unique internal barriers hamper potentially disruptive and radical innovation in large financial services firms.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-18T09:37:16Z
      DOI: 10.1108/EJIM-03-2017-0028
       
  • The role of innovation in building competitive advantages: an empirical
           investigation
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before. Design/methodology/approach The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire). Findings Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research. Originality/value The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-18T09:33:17Z
      DOI: 10.1108/EJIM-02-2017-0015
       
  • Market reaction to open innovation announcements
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose Open innovation is of crucial importance for all companies operating in the economics of widely distributed knowledge. However, the effects of its disclosure remain largely uncharted in the case of service companies. Therefore, the purpose of this paper is to measure the impact of open innovation announcements on the market value (MV) of service enterprises. Design/methodology/approach The research covered 398 open innovation announcements released by service companies. It was conducted in the whole of the European Union in the period February 2011-December 2016. The data were analysed in the short and long term with the use of event-study and buy-and-hold methods. Findings The results indicated the significant positive effect of open innovation disclosure in both short and long term. At the same time, the market was not able to immediately fully value the information in the short run and tended to overestimate the positive effect of the innovation announced. No significant leakage and dissemination effects were observed prior to the announcement. There was no significant difference in the magnitude of positive and negative reactions to the releases. Practical implications From the point of view of business practice the research proved the benefits of information disclosure and supported the long-term planning. From the investors’ viewpoint, it signalled the small risk of significant fluctuations resulting from aggressive trading prior to the announcement and unwinding part of the acquired position afterwards. Originality/value The paper attempts to fulfil the research gap on the impact of the announcements on open innovation on the MV of companies.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-17T12:43:48Z
      DOI: 10.1108/EJIM-04-2017-0048
       
  • Diffusion of innovation among Malaysian manufacturing SMEs
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the attributes of innovation adoption and its effects on the performance of Malaysian manufacturing SMEs. Design/methodology/approach Quantitative data were collected from 360 randomly selected manufacturing SMEs through structured interviews. Findings The findings of the study confirmed that, in Malaysian manufacturing SMEs, the degree of persuasion (i.e. relative advantages, compatibility, complexity, trialability and observability), strategic orientation (i.e. consumer, market and entrepreneurship) and firm antecedents (i.e. prior condition, knowledge and risk orientation) have significant effects on the innovation (i.e. product, process and service) adoption and performance of SMEs. Practical implications For policymakers, this study emphasizes the areas to focus on the development of an effective innovation ecosystem for an innovation-led economy. Because SMEs operate with limited resources and capacity, the programs and policies for innovation support systems must focus on providing new innovation information, cost-benefit analyses for new innovation adoption, innovation adoption processes and how new innovations affect performance. Originality/value The paper examines an important, but under-researched issue – designed and tested a model under the premises of the
      DOI and organizational diffusion of innovation theories which improve the knowledge and understanding about the innovation adoption by manufacturing SMEs.
      Citation: European Journal of Innovation Management
      PubDate: 2017-08-17T12:36:03Z
       
  • The role of consumers in food innovation processes
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The need for consumer involvement in innovation processes has been recognised for four decades. Consumer involvement as a part of open innovation is an important strategy in the food sector, specifically for enhancing consumer acceptance and promoting successful market introduction. The purpose of this paper is to systematically analyse the concept of consumers’ role and the level of consumer integration and interaction in recent food innovation processes. Design/methodology/approach In 2016, a three-step literature search was performed to identify the state-of-the-art scientific literature on consumer-involvement approaches and methods in the food sector. These methods and approaches were qualitatively analysed based on categories in accordance with the qualitative content analysis method. Findings A key finding is that most implemented consumer-involvement approaches and methods fall under von Hippel’s manufacturer-active paradigm rather than the customer-active paradigm (CAP). However, there are practical reasons for the low diffusion of CAP. The presumed reasons include needed change of the perception of roles and of organisational structures, as well as a lack of trust among actors. Practical implications There remains a need to promote an active role for consumers, especially amid changing consumer demand and increasingly conscious consumer behaviour concerning food production and processing conditions. Originality/value This paper contributes to the theoretical and practical discussion about innovation management by reflecting on the innovation paradigm underlying an approach or method. The paper may also have practical implications for the choice and implementation of business models that consider consumers’ role.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-14T10:09:09Z
      DOI: 10.1108/EJIM-03-2017-0023
       
  • Uncovering transfer – a cross-national comparative analysis
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose Successful knowledge and technology transfer (KTT) is necessary to ensure the competitiveness and growth of national innovation systems. In this regard, technology transfer offices (TTOs) are becoming indispensable in their capacity as intermediaries between science, policy, industry, and the public. The purpose of this paper is to examine the strategies and operations of particularly productive transfer offices in five different countries in order to account for the high levels of transfer activity. Design/methodology/approach To this end, the authors interviewed 34 senior KTT managers in these offices. The collected protocols were analysed in three phases. First, the authors extracted and organised the key characteristics of the transfer practices by applying rigorous method of open-end, qualitative content analysis. The authors then enhanced the thus gathered descriptive statistics and ultimately developed a transfer office typology by building on the concept of attribute space. Findings The analysis suggests two ideal types of transfer offices, distinguishable in terms of their intertwined characteristics such as their goals, practices, sources of income, and positions within their associated organisations. While the primarily state-funded common good type would seek benefits to the public, the self-financed entrepreneurial type would pursue commercial success. The former would therefore create opportunities for disseminating knowledge and strengthening the local innovation ecosystem, while the latter would scout for promising ideas and cultivate relationships with industry. Originality/value The goal was to uncover the individual characteristics of the offices under study, and the relationships between these characteristics, that can help explain these offices’ exceptional productivity. This study is the first to propose a TTO typology, which can support interorganisational and international transfer collaboration. The findings provide empirical evidence for the theoretical Quadruple Helix model of the innovation system and have implications for research and practice.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-11T01:56:58Z
      DOI: 10.1108/EJIM-01-2017-0006
       
  • Do nurses display innovative work behavior when their values match with
           hospitals’ values'
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to draw on organizational psychology, innovation and knowledge management literatures to investigate the impact of a nurse’s person-organization (P-O) fit on his/her innovative work behavior (IWB). Furthermore, in order to understand the psychological mechanisms surrounding this relationship, the authors examine the mediating role of psychological empowerment and the moderating role of knowledge sharing behavior. Design/methodology/approach Data were collected from 441 nurses and 73 doctors through structured questionnaires from four public sector hospitals in Thailand. Findings Results of the study indicate that nurse’s P-O fit is positively related to both self (nurse) and doctor’s ratings of innovative behaviors and that psychological empowerment mediates this relationship. These results imply that a nurse’s perception of value congruence impacts his/her perception about feeling of empowerment, which in turn helps in engaging him/her into acts of innovativeness more often. The results also show that the relationship between P-O fit and IWB is stronger among nurses who frequently share their best practices and mistakes with co-workers. Originality/value Employee involvement in innovative work is of crucial importance for organization’s competitiveness, especially in the nursing profession. The compatibility between personal and organizational values is a vital ingredient of our personal, social and professional worlds. Although research has identified some antecedents of nurses’ IWB, it is unclear how P-O fit influence nurses’ IWB. Nurses with stronger value congruence when empowered psychologically may respond more effectively to display IWBs in current dynamic and challenging public health care work environments.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-11T01:53:05Z
      DOI: 10.1108/EJIM-01-2017-0007
       
  • Managers’ silent whisper innovation involvement and role-modeling in
           service firms
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The task of leading innovation is predominantly pictured as a supportive role vis-à-vis employees. Motivation is a crucial aspect of this task. To better understand the practice of this change-oriented leadership task, the actual behavior and activities of managers are investigated. The purpose of this paper is to reflect through practice and self-reports how this leadership challenge is executed. Design/methodology/approach In this longitudinal multi-method investigation, the service innovation literature constitutes the main theoretical framework. The investigation draws additionally on leadership literature about how to understand leadership through practice. The methodological design facilitated the drawing of causal inferences in the dynamics of service innovation. Findings The investigation enhances our understanding of managers’ particular context of innovation, and particularly the initiation context. It provides empirically grounded descriptions of what managers identify as potential opportunities, and how they take them further in the ideation stage. The results develop the suggestion that leadership roles, and specifically change-oriented roles, are not restricted to initiating or enabling activities related to the employees. Instead the much downplayed leadership role, i.e. the active practice-based involvement in innovation, is theorized as a role that is continuously activated, but tends to be set aside for contingency reasons. Research limitations/implications Further research is needed to assess the importance of managers’ involvement in the practice of innovation, both through systematic mapping of ideas on a larger scale, and through the employee perspective. This paper provides useful insights on managers’ cognition and involvement in innovation for further investigations of innovation management. Practical implications The results provide awareness for managers regarding their diverse leadership roles related to innovation. First, the study embraces heterogeneous ideas that are useful to evaluate and constitute role-modeling. Second, it highlights how managers’ execution of innovation creates awareness about the challenges involved. Finally, but maybe most important, the results alert managers of the discontinuity, even in strategically anchored intentional innovation. Social implications In a changing innovation landscape, individual firms need to draw on other firms to achieve their innovation strategies. In pursuit of this goal, this paper enhances the understanding of the role-modeling leadership task. It is a novel way of guiding individuals that are exposed to new and uncertain innovation contexts, and rethinking how innovation eventually can be achieved. Originality/value While earlier research has identified the multifaceted leadership behavior to support innovation, this paper outlines the contextual conditions and the practice of executing the suggested powerful role of being a role-model for others.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-11T01:49:59Z
      DOI: 10.1108/EJIM-02-2017-0020
       
  • The innovating firm as corporate entrepreneurship
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose Innovation is a multi-dimensional phenomenon and at the firm level incorporates the behaviors and interactions of individuals and various organizational factors. Not only are entrepreneurship and innovation complementary, but a combination of the two is vital to organizational success. The purpose of this paper is to respond directly to research calls to provide an integrated model of corporate entrepreneurship (CE) which encompasses both organizational- and individual-level factors. Design/methodology/approach A model was formulated in accordance with the study hypotheses and statistically tested. A sample of 784 responses from the South African financial sector was surveyed. Structural equation modeling (SEM) was used to test for model fit. Findings The results support the hypotheses that it is through the interaction of the firm (in establishing corporate building blocks), and the individual (through entrepreneurial alertness and metacognitions) that CE activity is realized. SEM results showed that entrepreneurial alertness had the greatest direct path impact on CE. Practical implications Managers need to understand and leverage corporate building blocks in a manner that influences employee’s respective levels of entrepreneurial alertness and metacognitions in order to foster CE. Originality/value The study is one of the first to model and empirically test causal links between corporate building blocks, entrepreneurial alertness, metacognitions, and CE at the firm level. Moreover, the study takes place in an under-researched African context, allowing for fresh insights to evolve.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-10T10:14:04Z
      DOI: 10.1108/EJIM-10-2016-0100
       
  • Polyphonic orchestration – facilitating creative knowledge processes
           for innovation
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to provide new and deeper insight into how creative knowledge processes are facilitated in multidisciplinary groups working with innovation in knowledge-intensive organizations. Design/methodology/approach Data were collected through an ethnographic fieldwork following two groups in a Norwegian oil and gas company and one group in a Norwegian research institute working with innovation. The analysis is inductive and conducted within a qualitative framework seeking to go deeper into the complexity of the facilitation of creative knowledge processes. The analytical framework is sociocultural and underscores how new knowledge and ideas are facilitated in the tension between different voices. Findings Analyses show how the leaders of the groups facilitated imaginative and creative processes through open dialog by giving room for diverse disciplinary knowledge and stimulating different roles in the groups. The diverse experiences of the occupational disciplines in addition to four complementary roles that ensured group dynamics, stimulated polyphony and creative tension in the groups. This creative tension enhanced the groups’ imagination, which again enabled innovative idea development. Research limitations/implications This contribution is limited by looking at three groups in two organizations. On the premise that model generalization depends on extensive empirical data, the current paper should be considered as preliminary/exploratory research that aims at investigating how creative knowledge processes leading to innovative ideas are facilitated in knowledge-intensive organizations. Practical implications The paper offers a practical contribution in how leaders can facilitate such creative processes leading to innovative ideas. The paper is a contribution to leadership as a relational and dialogical practice. Originality/value The way the creative knowledge processes are orchestrated is visualized in a phase model. The paper contributes to new conceptualizations and thus theory development of leadership by offering polyphonic orchestration as a concept and a way of understanding facilitation from a sociocultural perspective.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-07T10:52:18Z
      DOI: 10.1108/EJIM-05-2016-0049
       
  • Managing the fuzzy front-end in multicultural teams
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to identify coordination mechanisms for multicultural teams at the fuzzy front-end (FFE) of discontinuous product innovations to maintain their creative potential by limiting the negative effects of cultural differences of individual nations. Design/methodology/approach Based on a case study, the international teamwork at the FFE was analyzed at Bürkert, a German medium-sized firm active in the industrial sector. Findings In correlation with the academic literature, the findings suggest that a strong organizational culture oriented toward innovation delivers a common framework for the FFE. Additionally, the case company succeeded in limiting the negative effects of individual nations’ cultures through common professional cultures. Research limitations/implications Data were collected from a single case study what limits its generalizability. Moreover, national culture was considered to be overlapping with political boundaries without taking regional differences into account. Future research should focus to overcome these limitations so as to better capture international challenges at this fuzzy phase of the innovation process. Practical implications Companies should focus on their corporate culture and use the concept of professional cultures to facilitate not only the international collaboration, but also the communication on a national level between the functional departments at the FFE. Originality/value The paper contributes to a better understanding of the FFE in a multicultural innovation team to sustain its innovative potential over time. It proposes a first parsimonious framework to coordinate cultural differences at the FFE.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-06T10:39:41Z
      DOI: 10.1108/EJIM-11-2016-0112
       
  • A typology for management innovations
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to develop a typology of management innovations. Design/methodology/approach The authors apply a multiple-case (embedded) design, with each organization representing a case, which entails a few embedded units of analysis. Case studies are about the base-of-the-pyramid (BoP) initiatives, during which all organizations are interested in management innovations which support them in coming up with and implementing between two and four new management practices. Findings The findings suggest four types of management innovations: efficiency-driven, externally recommended, problem-oriented, and opportunity-oriented management innovation. Research limitations/implications This paper explores and analyses management innovations, rather than testing them. As with most qualitative research, the transferability of the findings is limited. Practical implications Managers should vigorously pursue management innovations, not only in BoP markets, but also in all markets. Practitioners must, however, ensure that they are not fully absorbed by a single type of management innovation, and recognize the importance of pursing multiple ones. Social implications For academics, the authors revitalize the concept of engaged scholarship. Originality/value Surprisingly, previous research looks either into generic or specific management innovations. The typology is original, since the typology offers a more fine-grained view on management innovations.
      Citation: European Journal of Innovation Management
      PubDate: 2017-07-06T10:28:24Z
      DOI: 10.1108/EJIM-06-2016-0059
       
  • Selecting early adopters to foster the diffusion of innovations in
           industrial markets
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to bring new empirical evidence to the controversial role of early adopters in the diffusion of innovations in industrial markets. Design/methodology/approach The authors apply an actor market configuration perspective to the analysis of four longitudinal case studies regarding the commercialization of new products in the textile, plastic and energy industries. Findings The diffusion of innovation is an interactive and iterative process where the commercializing firm engages in repeated interactions with different categories of companies that are targeted as potential early adopters. This process ends when the commercializing firm identifies a category of early adopters that can stimulate subsequent acceptance in the later market, by playing one of the following two roles, i.e. word-of-mouth trigger and industry benchmark. During this process, through which the role of the early adopters is constructed proactively by the commercializing firm, the product innovation is also subject to changes to provide a better fit with the selected category of early adopters. Research limitations/implications The paper calls for a re-conceptualization of the diffusion process, from a passive identification of early adopters to an interactive process that entails a trial-and-error approach in the targeting and involvement of different categories of early adopters, which ends when the innovation reaches the desired levels of diffusion. Practical implications The study provides managers with a number of recommendations for selecting the most proper category of early adopters for their innovations, depending on the role they are more likely to play and the influence they will exert on subsequent acceptance in the later market. Social implications The study provides managers with a number of recommendations for targeting, through a trial-and-error process, early adopters and working with them to champion the dissemination of new technologies. Originality/value This paper significantly adds to existing literature on the diffusion of innovation, which has up to now conceived early adopters as static and given entities, which cannot be proactively selected by the commercializing firm, and innovation as an immutable object.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-29T12:54:50Z
      DOI: 10.1108/EJIM-07-2016-0068
       
  • How much and when to innovate
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the role of market innovation in driving service performance in the context of environmental pressures. This paper argues from the complexity theory that the development and the implementation of market innovation must critically examine the effect of customer demand and competitive intensity in the innovation efforts of service firms. Design/methodology/approach Data from different sub-sectors of the services industry of a growing emerging African economy are used. Structural equation modeling was used in analyzing the interconnection among environmental pressures, market innovation and firm performance. Findings The study found that both market demand and competition impact on innovation development positively. However, in terms of the moderation effects, competition negatively moderates the relationship between innovation and performance, while customer demand moderates the relationship positively. Practical implications The implications are that the implementation of market innovation must be reduced in low demand periods and high competitive periods in order to maximize financial and non-financial performance benefits for the service firm. Originality/value The current study complements the complexity theory by stating that the complex nature of business environment presents both opportunities and threats. However, for effective sense making out of the information provided by environment, service firms must evaluate environmental effect differently. While a factor may promote the development of strategy, same environmental factor may hinder the positive influence such strategy may have on overall firm performance.
      Citation: European Journal of Innovation Management
      PubDate: 2017-06-26T12:19:52Z
      DOI: 10.1108/EJIM-05-2016-0050
       
 
 
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