Crafting firm competencies to improve innovative performance

Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms’ innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed...

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Bibliographic Details
Published inEuropean management journal Vol. 27; no. 3; pp. 187 - 196
Main Authors Lokshin, Boris, Gils, Anita Van, Bauer, Eva
Format Journal Article
LanguageEnglish
Published Oxford Elsevier Ltd 01.06.2009
Elsevier
Elsevier Science Ltd
SeriesEuropean Management Journal
Subjects
Business organization
Consumer goods
Core competencies
Creativity
Enterprises
Fast moving consumer goods
Firm competencies
Firm competencies Radical and incremental product innovation Team cohesiveness
Impact analysis
Innovation
Innovations
Management science
Market analysis
Organizational analysis
Product development
Radical and incremental product innovation
Studies
Team cohesiveness
Firm competencies
Radical and incremental product innovation
Team cohesiveness
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Summary:Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms’ innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed in the fast moving consumer goods industry suggest that firms that craft organizational competencies – such as improving team cohesiveness and providing slack time to foster creativity – do not directly improve their innovative performance. However, those firms that successfully combine customer, technological and organizational competencies will create more innovations that are new to the market.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0263-2373
1873-5681
DOI:10.1016/j.emj.2008.08.005