Relationships of business strategies and organizational characteristics with innovation types: Application in service companies
Varios autores sostienen que las prácticas de innovación dependen de las estrategias de negocio. Por consiguiente, las empresas deben configurar una estructura organizacional que facilite la coordinación de tareas y permita alcanzar los objetivos. En una muestra de 203 empresas de servicio se realizó un análisis de la influencia de las estrategias de negocio y de las características organizacionales en la innovación técnica y la innovación administrativa. Los resultados indican la existencia de una relación importante entre la estrategia de negocio y las innovaciones técnicas y administrativas. Además se encontró que las características organizacionales solo mostraron una relación significativa con la innovación técnica, pero no así con la... Ver más
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Relationships of business strategies and organizational characteristics with innovation types: Application in service companies tipos de innovación, características organizacionales, estrategias de negocio. Sabaneta: Fundación Universitaria Ceipa, 2014- Artículo de revista Núm. 2 , Año 2019 : julio-diciembre 2 6 Revista Perspectiva Empresarial Varios autores sostienen que las prácticas de innovación dependen de las estrategias de negocio. Por consiguiente, las empresas deben configurar una estructura organizacional que facilite la coordinación de tareas y permita alcanzar los objetivos. En una muestra de 203 empresas de servicio se realizó un análisis de la influencia de las estrategias de negocio y de las características organizacionales en la innovación técnica y la innovación administrativa. Los resultados indican la existencia de una relación importante entre la estrategia de negocio y las innovaciones técnicas y administrativas. Además se encontró que las características organizacionales solo mostraron una relación significativa con la innovación técnica, pero no así con la innovación administrativa. Saenz Arteaga, Arturo Rodolfo Ostos Mariño, Jhony Bremser, Kerstin http://purl.org/coar/access_right/c_abf2 Jansen, J., Van Den Bosch, F. and Volberda, H. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmentalhttps://doi.org/10.1287/mnsc.1060.0576 Hékis, H. et al. (2013). Evaluation of organizational behavior - An application of the typology of Miles and Snow in the hotel sector Florianópolis - Santa Catarina - Brazil. Revista de Globalización, Competitividad & Gobernabilidad, 7(2), 26-43. Hambrick, D. (2003). On the staying power of defender, analyzers, and prospectors. Academy of Management Executive, 17(4), 115-118.https://doi.org/10.5465/ame.2003.11851883 Hair, J. et al. (2010). Multivariate Data Analysis. London, United Kingdom: Pearson, Prentice Hall. Gefen, D., Straub, D. and Boudreau, M.- C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4, 1-76.https://doi.org/10.17705/1CAIS.00407 Gunday, G. et al. (2011). Effects of innovation types on firm performance. International Journal of Production Economics, 133, 662-676.https://doi.org/10.1016/j.ijpe.2011.05.014 Kabanoff, B. and Brown, S. (2008). Knowledge structures of prospectors, analyzers, and defenders: content, structure, stability, and performance. Strategic Management Journal, 29, 149-171. https://doi.org/10.1002/smj.644 Fredrickson, J. (1986). The strategic decision process and organizational structure. Academic of Management Review, 11(2), 280-297.https://doi.org/10.5465/amr.1986.4283101 Fornell, C. and Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50.https://doi.org/10.1177/002224378101800104 Fiss, P. (2011). Building better causal theories: a fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393-420.https://doi.org/10.5465/amj.2011.60263120 performance. Strategic Management Journal, 26, 47-74. Desarbo, W. et al. (2004). Revisiting the Miles and Snow strategic framework: Uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firmhttps://doi.org/10.1002/smj.431 Moderators. Management Science, 52(11), 1661-1674. Miles, R. and Snow, C. (2003). Organizational strategy, structure, and process. California, USA: Stanford Business Classics. Meeus, M. and Edquist, C. (2006). Introduction to Part I: Product and process innovation. In Hage, J. and Meeus, M. (Ed.), Innovation, Science and Institutional Change. A Research Handbook (pp.23-37). Oxford, England: Oxford University Press. Miles, R. and Snow, C. (1978). Organizational strategy, structure, and process. New York, USA: McGraw-Hill. Mintzberg, H. (1993). Structure in fives: Designing effective organizations. New Jersey, USA: Prentice-Hall Inc. Nowak, R. (2017). Demystifying absorptive capacity: Focus on firm size and employee empowerment. International Journal of Innovation Management, 21(06), 1-19.https://doi.org/10.1142/S1363919617500505 Olmedo-Cifuentes, I. and Martinez-León, I. (2014). Influence of management style on employee views of corporate reputation. Application to audit firms. Business Research Quarterly, 17, 223-241.https://doi.org/10.1016/j.brq.2013.08.001 Damanpour, F., Walker, R. and Avellaneda, C. (2009). Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations. Journal ofhttps://doi.org/10.1111/j.1467-6486.2008.00814.x Olson, E., Slater, S. and Hult, T. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of Marketing, 69(7), 49-65.https://doi.org/10.1509/jmkg.69.3.49.66362 info:eu-repo/semantics/article http://purl.org/coar/resource_type/c_6501 info:eu-repo/semantics/publishedVersion http://purl.org/coar/version/c_970fb48d4fbd8a85 info:eu-repo/semantics/openAccess Text Management Studies, 46, 650-675. Castro, L. and Higgs, M. (2008). How the alignment of business strategy and HR strategy can impact performance. Journal of General Management, 33(4), 13-33.https://doi.org/10.1177/030630700803300402 Damanpour, F. and Evan, W. (1984). Organizational Innovation and Performance: The Problem of "Organizational Lag". Administrative Science Quarterly, 29(3), 392-409.https://doi.org/10.2307/2393031 Aragón-Correa, J. (1998). Strategic proactivity and firm approach to the natural environment Academy of Management Journal, 41(5), 556-567.https://doi.org/10.5465/256942 Various authors maintain that innovation practices depend on business strategies, therefore companies must configure an organizational structure that facilitates the coordination of tasks and allows objectives to be reached. In a sample of 203 service companies, an analysis was carried out of the influence of business strategies and organizational characteristics on technical innovation and administrative innovation. The results indicate that there is an important relationship between the business strategy and the technical and administrative innovations. On the other hand, organizational characteristics only had a significant relationship with technical innovation but not with the administrative innovation. Innovation types, organizational characteristics, business strategy. Journal article application/pdf text/html https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/595 Damanpour, F. and Aravind, D. (2011). Managerial innovation: conceptions, processes, and antecedents. Management and Organization Review, 8(2), 423-454.https://doi.org/10.1111/j.1740-8784.2011.00233.x https://creativecommons.org/licenses/by-nc-sa/4.0/ Inglés Birkinshaw, J., Hamel, G. and Mol, M. (2008). Management Innovation. Academy of Management Review, 33(4), 825-845.https://doi.org/10.5465/amr.2008.34421969 Bozkurt, O. and Kalkan, A. (2014). Business strategies of SME's innovation types and factors influencing their innovation: Burdur model. Ege Akademik Bakış Dergisi, 14(2), 189-198.https://doi.org/10.21121/eab.2014218050 Damanpour, F. (1996). Organizational complexity and innovation: Developing and testing multiple contingency models. Management Science, 42(5), 693-716.https://doi.org/10.1287/mnsc.42.5.693 Daft, R. (2008). Organization Theory and Design. Massachusetts, USA: Cengage Learning. Crossan, M. and Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: a systematic review of the literature. Journal of Management Studies, 47(6), 1154-1191https://doi.org/10.1111/j.1467-6486.2009.00880.x Relación entre estrategias de negocios y características organizacionales con los tipos de innovación: aplicación en empresas de servicios Blumentritt, T. and Danis, W. (2006). Business strategy types and innovative practices. Journal of Managerial Issues, 18(2), 274-291. Bravo, E. and Ostos, J. (2017). Performance in computer-mediated work: the moderating role of level of automation. Cognition Technology and Work, 19(2-3), 529-541.https://doi.org/10.1007/s10111-017-0429-z Borch, O., Huse, M. and Senneseth, K. (1999). Resource configuration, competitive strategies, and corporate entrepreneurship an empirical examination of small firms. Entrepreneurshiphttps://doi.org/10.1177/104225879902400104 Theory and Practice, 24(1), 49-70. Publication 10.16967/23898186.595 2389-8194 2389-8186 https://doi.org/10.16967/23898186.595 https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/download/595/868 https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/download/595/869 2019-12-01 2019-12-01T00:00:00Z 2019-12-01T00:00:00Z 5 19 |
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CEIPA BUSINESS SCHOOL |
| thumbnail |
https://nuevo.metarevistas.org/CEIPABUSINESSSCHOOL/logo.png |
| country_str |
Colombia |
| collection |
Revista Perspectiva Empresarial |
| title |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies |
| spellingShingle |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies Saenz Arteaga, Arturo Rodolfo Ostos Mariño, Jhony Bremser, Kerstin tipos de innovación, características organizacionales, estrategias de negocio. Innovation types, organizational characteristics, business strategy. |
| title_short |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies |
| title_full |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies |
| title_fullStr |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies |
| title_full_unstemmed |
Relationships of business strategies and organizational characteristics with innovation types: Application in service companies |
| title_sort |
relationships of business strategies and organizational characteristics with innovation types: application in service companies |
| title_eng |
Relación entre estrategias de negocios y características organizacionales con los tipos de innovación: aplicación en empresas de servicios |
| description |
Varios autores sostienen que las prácticas de innovación dependen de las estrategias de negocio. Por consiguiente, las empresas deben configurar una estructura organizacional que facilite la coordinación de tareas y permita alcanzar los objetivos. En una muestra de 203 empresas de servicio se realizó un análisis de la influencia de las estrategias de negocio y de las características organizacionales en la innovación técnica y la innovación administrativa. Los resultados indican la existencia de una relación importante entre la estrategia de negocio y las innovaciones técnicas y administrativas. Además se encontró que las características organizacionales solo mostraron una relación significativa con la innovación técnica, pero no así con la innovación administrativa.
|
| description_eng |
Various authors maintain that innovation practices depend on business strategies, therefore companies must configure an organizational structure that facilitates the coordination of tasks and allows objectives to be reached. In a sample of 203 service companies, an analysis was carried out of the influence of business strategies and organizational characteristics on technical innovation and administrative innovation. The results indicate that there is an important relationship between the business strategy and the technical and administrative innovations. On the other hand, organizational characteristics only had a significant relationship with technical innovation but not with the administrative innovation.
|
| author |
Saenz Arteaga, Arturo Rodolfo Ostos Mariño, Jhony Bremser, Kerstin |
| author_facet |
Saenz Arteaga, Arturo Rodolfo Ostos Mariño, Jhony Bremser, Kerstin |
| topicspa_str_mv |
tipos de innovación, características organizacionales, estrategias de negocio. |
| topic |
tipos de innovación, características organizacionales, estrategias de negocio. Innovation types, organizational characteristics, business strategy. |
| topic_facet |
tipos de innovación, características organizacionales, estrategias de negocio. Innovation types, organizational characteristics, business strategy. |
| citationvolume |
6 |
| citationissue |
2 |
| citationedition |
Núm. 2 , Año 2019 : julio-diciembre |
| publisher |
Sabaneta: Fundación Universitaria Ceipa, 2014- |
| ispartofjournal |
Revista Perspectiva Empresarial |
| source |
https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/595 |
| language |
Inglés |
| format |
Article |
| rights |
http://purl.org/coar/access_right/c_abf2 info:eu-repo/semantics/openAccess https://creativecommons.org/licenses/by-nc-sa/4.0/ |
| references_eng |
Jansen, J., Van Den Bosch, F. and Volberda, H. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmentalhttps://doi.org/10.1287/mnsc.1060.0576 Hékis, H. et al. (2013). Evaluation of organizational behavior - An application of the typology of Miles and Snow in the hotel sector Florianópolis - Santa Catarina - Brazil. Revista de Globalización, Competitividad & Gobernabilidad, 7(2), 26-43. Hambrick, D. (2003). On the staying power of defender, analyzers, and prospectors. Academy of Management Executive, 17(4), 115-118.https://doi.org/10.5465/ame.2003.11851883 Hair, J. et al. (2010). Multivariate Data Analysis. London, United Kingdom: Pearson, Prentice Hall. Gefen, D., Straub, D. and Boudreau, M.- C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4, 1-76.https://doi.org/10.17705/1CAIS.00407 Gunday, G. et al. (2011). Effects of innovation types on firm performance. International Journal of Production Economics, 133, 662-676.https://doi.org/10.1016/j.ijpe.2011.05.014 Kabanoff, B. and Brown, S. (2008). Knowledge structures of prospectors, analyzers, and defenders: content, structure, stability, and performance. Strategic Management Journal, 29, 149-171. https://doi.org/10.1002/smj.644 Fredrickson, J. (1986). The strategic decision process and organizational structure. Academic of Management Review, 11(2), 280-297.https://doi.org/10.5465/amr.1986.4283101 Fornell, C. and Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50.https://doi.org/10.1177/002224378101800104 Fiss, P. (2011). Building better causal theories: a fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393-420.https://doi.org/10.5465/amj.2011.60263120 performance. Strategic Management Journal, 26, 47-74. Desarbo, W. et al. (2004). Revisiting the Miles and Snow strategic framework: Uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firmhttps://doi.org/10.1002/smj.431 Moderators. Management Science, 52(11), 1661-1674. Miles, R. and Snow, C. (2003). Organizational strategy, structure, and process. California, USA: Stanford Business Classics. Meeus, M. and Edquist, C. (2006). Introduction to Part I: Product and process innovation. In Hage, J. and Meeus, M. (Ed.), Innovation, Science and Institutional Change. A Research Handbook (pp.23-37). Oxford, England: Oxford University Press. Miles, R. and Snow, C. (1978). Organizational strategy, structure, and process. New York, USA: McGraw-Hill. Mintzberg, H. (1993). Structure in fives: Designing effective organizations. New Jersey, USA: Prentice-Hall Inc. Nowak, R. (2017). Demystifying absorptive capacity: Focus on firm size and employee empowerment. International Journal of Innovation Management, 21(06), 1-19.https://doi.org/10.1142/S1363919617500505 Olmedo-Cifuentes, I. and Martinez-León, I. (2014). Influence of management style on employee views of corporate reputation. Application to audit firms. Business Research Quarterly, 17, 223-241.https://doi.org/10.1016/j.brq.2013.08.001 Damanpour, F., Walker, R. and Avellaneda, C. (2009). Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations. Journal ofhttps://doi.org/10.1111/j.1467-6486.2008.00814.x Olson, E., Slater, S. and Hult, T. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of Marketing, 69(7), 49-65.https://doi.org/10.1509/jmkg.69.3.49.66362 Management Studies, 46, 650-675. Castro, L. and Higgs, M. (2008). How the alignment of business strategy and HR strategy can impact performance. Journal of General Management, 33(4), 13-33.https://doi.org/10.1177/030630700803300402 Damanpour, F. and Evan, W. (1984). Organizational Innovation and Performance: The Problem of "Organizational Lag". Administrative Science Quarterly, 29(3), 392-409.https://doi.org/10.2307/2393031 Aragón-Correa, J. (1998). Strategic proactivity and firm approach to the natural environment Academy of Management Journal, 41(5), 556-567.https://doi.org/10.5465/256942 Damanpour, F. and Aravind, D. (2011). Managerial innovation: conceptions, processes, and antecedents. Management and Organization Review, 8(2), 423-454.https://doi.org/10.1111/j.1740-8784.2011.00233.x Birkinshaw, J., Hamel, G. and Mol, M. (2008). Management Innovation. Academy of Management Review, 33(4), 825-845.https://doi.org/10.5465/amr.2008.34421969 Bozkurt, O. and Kalkan, A. (2014). Business strategies of SME's innovation types and factors influencing their innovation: Burdur model. Ege Akademik Bakış Dergisi, 14(2), 189-198.https://doi.org/10.21121/eab.2014218050 Damanpour, F. (1996). Organizational complexity and innovation: Developing and testing multiple contingency models. Management Science, 42(5), 693-716.https://doi.org/10.1287/mnsc.42.5.693 Daft, R. (2008). Organization Theory and Design. Massachusetts, USA: Cengage Learning. Crossan, M. and Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: a systematic review of the literature. Journal of Management Studies, 47(6), 1154-1191https://doi.org/10.1111/j.1467-6486.2009.00880.x Blumentritt, T. and Danis, W. (2006). Business strategy types and innovative practices. Journal of Managerial Issues, 18(2), 274-291. Bravo, E. and Ostos, J. (2017). Performance in computer-mediated work: the moderating role of level of automation. Cognition Technology and Work, 19(2-3), 529-541.https://doi.org/10.1007/s10111-017-0429-z Borch, O., Huse, M. and Senneseth, K. (1999). Resource configuration, competitive strategies, and corporate entrepreneurship an empirical examination of small firms. Entrepreneurshiphttps://doi.org/10.1177/104225879902400104 Theory and Practice, 24(1), 49-70. |
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