Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs

The critical success factors for ERP implementation: an organizational fit perspective

Enterprise resource planning: A taxonomy of critical factors

In this article, the authors examine the acquisition and utilization of information in new product alliances. Drawing from research in social network theory with a focus on the strength-of-ties literature, the authors suggest that horizontal alliances have lower levels of relational embeddedness and higher levels of knowledge redundancy than vertical alliances. The authors then suggest that though embeddedness enhances both the acquisition and utilization of information in alliances, redundancy diminishes information acquisition but enhances information utilization. The authors test these ideas using a sample of 106 U.S. firms that recently have participated in new product alliances. Although the results are broadly supportive of the predictions, they are also surprising because they question key underlying assumptions of the strength-of-ties literature. For example, closely tied individual actors are typically assumed to share both high levels of embeddedness and high levels of redundancy, but t...

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The acquisition and utilization of information in new product alliances: A strength-of-ties perspective

Using data from 598 studies representing over 200,000 individuals, we meta-analyzed the relationship between G. Hofstede's (1980a) original 4 cultural value dimensions and a variety of organizationally relevant outcomes. First, values predict outcomes with similar strength (with an overall absolute weighted effect size of rho = 0.18) at the individual level of analysis. Second, the predictive power of the cultural values was significantly lower than that of personality traits and demographics for certain outcomes (e.g., job performance, absenteeism, turnover) but was significantly higher for others (e.g., organizational commitment, identification, citizenship behavior, team-related attitudes, feedback seeking). Third, cultural values were most strongly related to emotions, followed by attitudes, then behaviors, and finally job performance. Fourth, cultural values were more strongly related to outcomes for managers (rather than students) and for older, male, and more educated respondents. Fifth, findings were stronger for primary, rather than secondary, data. Finally, we provide support for M. Gelfand, L. H. Nishii, and J. L. Raver's (2006) conceptualization of societal tightness-looseness, finding significantly stronger effects in culturally tighter, rather than looser, countries.

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Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions.

Studies on the adoption of innovations by companies generally include micro-level and meso-level variables This study adds to the literature by investigating the role of national culture (ie a macro-level variable) to explain differences in adoption rates across countries In particular, we investigate the effects of the five Hofstede culture dimensions and the culture dimensions proposed by Hall on country adoption rates Hypothesized effects were tested using a large-scale empirical study concerning the adoption of Enterprise Resource Planning (ERP) software by mid-size companies covering ten European countries Results indicate that variables describing national culture have a significant influence on the country adoption rates

The Effect of National Culture on the Adoption of Innovations

ERP Adoption by European Midsize Companies.

JE A N -F R A N C O IS P O D EV IN U ntil recently, the major ERP vendors (SAP, Oracle, Peoplesoft, JD Edwards, and Baan) were mainly targeting the high end of the market (companies with more than 1,000 employees), but this market comes close to saturation. Many large companies have already adopted ERP systems and are planning the next step of how to use the installed ERP infrastructures as foundations for e-business [1, 2]. Most of the smalland medium-sized companies still have to make the decision to deploy ERP. The midsize market is an interesting market, for example, the number of midsize companies (50–1,000 employees) in Europe is estimated to exceed 100,000. Data from our research shows that with average annual IT budgets of more than $500,000, the total European midsize market for IT products and services surpasses a staggering $50 billion per year. This market as a whole is very attractive for the major ERP vendors. However, since the wave of adoption by midsize companies is in its early stages, little is known about developments and drivers that form the basis of ERP adoption decisions. The purpose of this article is to understand developments in ERP adoption within the European mid-market. Our empirical information is based on a large-scale European multicountry/multi-industry survey conducted in mid-1998. Based on the survey data, we will address various issues, such as: How did ERP penetration in the mid-market develop until 1998 Yvonne van Everdingen, Jos van Hillegersberg, and Eric Waarts

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Yvonne M. van Everdingen

Papers

The Effect of National Culture on the Adoption of Innovations

ERP Adoption by European Midsize Companies.

Enterprise resource planning: ERP adoption by European midsize companies

The dynamics of factors affecting the adoption of innovations

The Influence of National Culture on the Adoption Status of Innovations:: An Empirical Study of Firms Across Europe