Unravelling appropriability mechanisms and openness depth effects on firm performance across stages in the innovation process

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.,The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.,Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.,While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

The success of the open innovation (OI) paradigm is still debated and literature is searching for its determinants. Although firms’ internal social context is crucial to explain the success or failure of OI practices, such context is still poorly investigated. The aim of the paper is to analyse whether internal social capital (SC), intended as employees’ propensity to interact and work in groups in order to solve innovation issues, mediates the relationship between OI practices and innovation ambidexterity (IA). Results, based on a survey research developed in Finland, Italy and Sweden, suggest that collaborations with different typologies of partners (scientific and business) achieve good results in terms of IA, through the partial mediation of the internal SC.

Innovation Ambidexterity of Open Firms. The Role of Internal Relational Social Capital

This study was designed to examine how important a balance between exploitation (proximity to existing technologies, products and services) and exploration (proximity to existing consumer segments)...

Innovation ambidexterity: balancing exploitation and exploration for startup and established restaurants and impacts upon performance

The purpose of this paper is to examine the effect of customer empowerment (CE) on financial performance and the role of innovation and customer satisfaction as mediating variables in this relationship,To empirically test the conceptual model and research hypotheses, data were collected through a survey from 216 branches of 14 commercial banks in Tunisia Results were analyzed using exploratory factor analysis and structural equation modeling,The results indicate a significant and a positive impact of CE on firms’ financial performance Customer satisfaction, exploitative innovation and exploratory innovation mediate the relationship between CE and firms’ financial performance,These findings provide useful insights for practitioners, particularly bank managers who can improve their financial performance, customer satisfaction and innovation by empowering their customers and integrating them in the products and/or services conception process Conclusions emphasize practices to be encouraged within banks such as services customization which are acquired by customers themselves, the expression of opinions, customers’ needs and the interaction among bank customers,Several studies in the literature have studied the CE and its impact on business performance However, few research studies have focused on the variables that mediate this relationship So far, this paper not only integrates mediating variables such as customer satisfaction and innovation to study the link CE-firm performance but also makes the distinction between exploitative and exploratory innovation which is seldom made by researchers

Customer empowerment and firms’ performance: The mediating effects of innovation and customer satisfaction

In today's dynamic environment, the involvement of external partners in the innovation process is frequently assumed to be a panacea to cut costs while improving outcomes. In this study, we scrutinize how different collaboration types influence the effects of exploitative and exploratory innovation strategies on new product development (NPD) performance. For our analyses, we draw on a survey comprising a sample of 254 technology-based German firms. Our findings indicate that exploitative strategies are best pursued without comprehensive external collaborations, while the involvement of several partners in a balanced approach is most promising for exploratory strategies. Joint exploration with competitors, in particular, shows the highest effects on NPD performance. The paper discusses the findings and provides several implications for future research.

Daniel K. Schamberger

Papers

Performance Effects of Exploratory and Exploitative Innovation Strategies and the Moderating Role of External Innovation Partners