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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: 12)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 24, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 20, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 15, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 12)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, 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: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 59, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 184, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, 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: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 283)
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: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, 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: 17, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, 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: 11, 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: 5)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, 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   (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: 21)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 133, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 22, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, 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: 3, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, 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: 8, 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: 21, 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: 5)
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: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 8, 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: 5, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, 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: 43, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 36, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, 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: 18, 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: 6, 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: 6, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, 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: 11, 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: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, 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: 10, 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: 9)
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: 3, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 18)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, 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: 24)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, 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: 7, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 23, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, 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: 5, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, 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: 13, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, 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: 1, 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: 8)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 48, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal  
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, 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: 11, 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: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 6, 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: 119, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 52)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 168, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, 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: 8)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 365, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
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: 8)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 2)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 21, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 4, 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: 4)
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]
  • Service innovation and customer satisfaction: the role of customer value
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to explore the relationships between service innovation, customer value creation (CVC) and customer satisfaction (CS) with specific emphasis to Ghanaian telecommunication operators. Design/methodology/approach Assuming a positivist philosophical approach with a quantitative data analysis technique, the study samples 510 registered adult customers of at least one telecommunication network in Ghana. An exploratory factor analysis, confirmatory factor analysis and structural equation modeling were used to assess and confirm the proposed scales validity and the relationships of the research model. Findings The study unveiled that a service firm’s ability to achieve CS is dependent on how telecommunication operators harness and deploy their service innovation activities. In addition, the study showed that CVC mediates the relationship between service innovation and CS. Thus, service innovation must create value for customers in order to enhance CS. Practical implications By relating the study findings to firms’ innovation strategies, managers can improve the strength of their service offerings to achieve CS by spending more on consumer research, market research and increased customer interactions. Originality/value Considering the uniqueness of this study in a Ghanaian context, the research draws on two influential theories, which are signaling theory and expectation disconfirmation theory to examine the differential role played by service innovation in enabling telecommunication operators in Ghana, to create customer value in order to achieve CS amidst the constraints in the business environment.
      Citation: European Journal of Innovation Management
      PubDate: 2017-12-14T09:27:52Z
      DOI: 10.1108/EJIM-09-2017-0117
  • Business model design and firm performance
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to contribute to the literature on business model (BM) design by deepening the relationship between BM design themes and performance in a sample of firms based in a developing country. In particular, the authors deepen the relationship between business model novelty (BMN), business model efficiency (BME), the trade-off between novelty and efficiency – that the authors call BM ambidexterity – and performance. Design/methodology/approach Data are drawn from a sample of 107 manufacturing and service firms based in a developing country (Albania). Hierarchical regression is used to assess the impact on firm performance from the two BM design themes and their interaction. Findings The authors find novelty-centred BM design is significantly related to firm performance while efficiency-centred design has no direct effect on performance. However, the authors also find that BME positively moderates the relationship between BMN and firm performance. Research limitations/implications The relationship between BM design and firm performance can be better understood if contextualised. In the paper, the authors find that different types of BM designs have different impacts on the performance of firms based in a developing economy. While novelty matters, quite surprisingly the authors find no support for efficiency. Additionally, the authors find the interaction between the two design themes (BM ambidexterity) to have a positive impact on firm performance. Practical implications The surveyed firms based in a developing economy appear to benefit from novelty-centred BM designs. Efficiency-centred designs have a more ambiguous role: while efficiency alone seems not to pay off, an efficient BM design may facilitate the market exploitation of a novel design. Originality/value This study responds to a precise call for additional quantitative empirical studies on the relationship between BM and performance. The study also contributes to an emerging stream of research focused on BM ambidexterity.
      Citation: European Journal of Innovation Management
      PubDate: 2017-11-20T12:50:35Z
      DOI: 10.1108/EJIM-02-2017-0012
  • Family firms and collaborative innovation: present debates and future
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is threefold: first, to identify the unique characteristics of family firms in terms of the ability to manage and the willingness to engage in collaborative innovation; second, to investigate the existence of contingent factors affecting the heterogeneity of family firms’ behavior regarding these dimensions; and third, to propose a future research agenda. Design/methodology/approach This study consists of a systematic literature review. Findings Based on the results of a systematic review, the authors explain why family firms have a different behavior in terms of collaborative innovation if compared to the non-family counterparts and, following the contingent-based perspective, the authors also explain how different contingent factors can contribute to cause the heterogeneity of family firms’ behavior when facing collaborative innovation. Finally, the authors present a research agenda aimed at stimulating and guiding future research. Research limitations/implications The main limitation of the review is the wide definition of collaborative innovation provided at the beginning of the manuscript, in the introduction. In fact, with the aim of including all the studies dealing with collaborative innovation in the family firms’ context, the authors adopt a broad definition of external collaborative innovation that encompasses each process by which organizations work together to achieve an innovation outcome. Originality/value To the knowledge, this is the first systematic review addressing this relevant topic and proposing a future research agenda. The authors believe it could represent an important guide (but also a stimulus) for scholars interesting in the topic.
      Citation: European Journal of Innovation Management
      PubDate: 2017-11-15T10:45:53Z
      DOI: 10.1108/EJIM-05-2017-0054
  • Mediation effects of trust and contracts on knowledge-sharing and product
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to analyze the mediating role of contracts and trust on the generation of product innovations stemming from buyer-supplier knowledge-sharing (KS) among the members of the supply chain. Together with the individual effects of trust and contracts, their joint effect is examined in order to determine whether these are complementary or alternative mechanisms of safeguarding and control. Design/methodology/approach Drawing on a survey of 202 European machine tool firms acting as buyers and sellers, the authors propose and evaluate a structural equation model. Findings Results confirm that there is a positive relation between contracts and trust with respect to buyer-supplier KS, and of the latter with respect to innovation performance. They also show that firms in which both the levels of trust and contract use are high reinforce their product-innovation capability based on buyer-supplier interaction (complementarity thesis). However, results also show that, contrary to trust, contracts by themselves do not act as a stimulus for product innovation. Research limitations/implications Establishing contracts seems to be a highly recommended action in a buyer-supplier relationship focused on increasing innovation capacity. This does not go against engendering trust in a relationship. Both trust with a degree of formalization, in different ways, help to increase the effect of sharing valuable knowledge on innovation capacity. Originality/value To the authors’ best knowledge, no prior study has delved into differentiating the use of contracts and trust as mechanisms in mediating the effect originated from knowledge-sharing on product innovation performance with two different samples formed by buying and selling firms.
      Citation: European Journal of Innovation Management
      PubDate: 2017-11-03T11:01:33Z
      DOI: 10.1108/EJIM-03-2017-0030
  • An opportunity space odyssey: historical exploration of demand-driven
           entrepreneurial innovation
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose One of the crucial questions confronting strategy and entrepreneurship scholars continues to be: Where do new industry sectors come from' Extant literature suffers from a supply-side “skew” that focuses unduly on the role of heroic figures and celebrity CEOs, at the expense of demand-side considerations. In response, the purpose of this paper is to examine societal demand for entrepreneurial innovations. Employing historical data spanning nearly a century, the author assess more completely the role of latent demand-side signaling in driving the quantity and diversity of entrepreneurial innovation. Design/methodology/approach Applying the methods of historical econometrics, this study employs historical artifacts and cliometric models to analyze textual data in drawn from three distinctive sources: Popular Science Monthly magazine, from its founding in 1872 to 1969; periodicals, newsletters, club minutes, films and radio transcripts from the Science Society, from 1921 to 1969; and programs and news accounts from the US National High School Science Fair, from 1950 to 1969. In total, 2,084 documents containing 33,720 articles and advertisements were coded for content related to pure science, applied science and commercialized science. Findings Three key findings are revealed: vast opportunity spaces often exist prior to being occupied by individuals and firms; societal preferences play a vital role in determining the quantity and diversity of entrepreneurial activity; and entrepreneurs who are responsive to latent demand-side signals are likely to experience greater commercial success. Research limitations/implications This study intentionally draws data from three markedly different textual sources. The painstaking process of triangulation reveals heretofore unobserved latencies that invite fresh perspectives on innovation discovery and diffusion. Originality/value This paper constitutes the most panoramic investigation to-date of the influence wielded by latent demand-side forces in the discovery and commercialization of innovation.
      Citation: European Journal of Innovation Management
      PubDate: 2017-11-02T11:50:42Z
      DOI: 10.1108/EJIM-07-2017-0082
  • The role of product innovation on export behavior of firms
    • Abstract: European Journal of Innovation Management, Ahead of Print.
      Purpose The purpose of this paper is to analyze the role of innovation on the export behavior of firms. Design/methodology/approach Using two waves of Swedish Community Innovation Survey merged with register data on firm-level, the authors estimate the influence of the innovation output and innovation input of firms on their export propensity and intensity. Findings The authors find that the innovation output of firms (measured as sales due to innovative products) has a positive and significant effect on their subsequent export behavior, particularly on export intensity. The results also show that there is no direct effect of innovation input (innovative efforts) on export behavior. Originality/value This is one of the first paper that clearly distinguishes between input and output parts of innovation process and empirically investigate their differentiated impact on export behavior of a representative sample of firms in an entire economy.
      Citation: European Journal of Innovation Management
      PubDate: 2017-10-30T02:56:32Z
      DOI: 10.1108/EJIM-12-2016-0124
  • 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
    • 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
  • Managers’ silent whisper innovation involvement and role-modeling in
           service firms
    • First page: 2
      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 role of consumers in food innovation processes
    • First page: 20
      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
  • The role of innovation in building competitive advantages: an empirical
    • First page: 44
      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
  • Uncovering transfer – a cross-national comparative analysis
    • First page: 70
      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
  • Barriers to innovation within large financial services firms
    • First page: 96
      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
  • Diffusion of innovation among Malaysian manufacturing SMEs
    • First page: 113
      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
  • Market reaction to open innovation announcements
    • First page: 142
      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
  • Do nurses display innovative work behavior when their values match with
           hospitals’ values'
    • First page: 157
      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
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