An Integrative Approach to Innovation Management: Patterns by Nicolas Zacharias

By Nicolas Zacharias

Nicole Zacharias identifies 4 sorts of innovation orientation and exhibits that the main leading edge businesses are financially no longer the main winning. in addition, he investigates optimistic and unfavourable consumer responses to assorted dimensions of innovativeness in addition to contingencies that may regulate those linkages.

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An Integrative Approach to Innovation Management: Patterns of Companies' Innovation Orientation and Customer Responses to Product Program Innovativeness

Nicole Zacharias identifies 4 sorts of innovation orientation and exhibits that the main leading edge businesses are financially no longer the main profitable. in addition, he investigates optimistic and detrimental shopper responses to assorted dimensions of innovativeness in addition to contingencies that will regulate those linkages.

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Based on this conceptualization, this thesis strives to identify patterns of companies’ innovation orientation by applying cluster analysis to a multi-industry dataset with multiple informants per company. The identified patterns are analyzed regarding their performance outcomes in terms of product program innovativeness and financial performance using analysis of variance. This approach challenges existing “the more, the better” approaches and instead identifies effective patterns that exhibit trade-offs regarding performance implications.

Their outcomes suggest that both types emphasize an appropriate combination of activities with regard to financial performance, which implies the consistency of these variables, in configuration theory terms (Venkatraman 1989). 3 Interpretation of Performance Outcomes of Innovation Orientation The integrated innovator faces high environmental uncertainty and conducts intensive customer information acquisition activities. Its product program innovativeness is Results 39  highest for both outcome variables.

Calantone/Chan/Cui 2006; Danneels/Kleinschmidt 2001; Hauser/Tellis/ Griffin 2006). Thus, configuration and boundary theory both contribute to this study: Configuration theory indicates the need to consider internal and external elements to attain an integrated view of organizations. We consider both internal arrangements and environmental variables highly relevant for our investigation of companies’ innovation orientations. , environmental uncertainty) as a contingency factor and identifies boundary-spanning activities as a third key dimension that links internal arrangements and environmental uncertainty.

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