Innovation strategies and firm performance: Simple or complex strategies?

• Published in: Economics of innovation and new technology Vol. 25; no. 7; pp. 631 - 650
• Main Authors: Tavassoli, Sam, Karlsson, Charlie
• Format: Journal Article
• Language: English
• Published: Abingdon Routledge 01.01.2016; Taylor & Francis Ltd
• Subjects: Community Innovation Survey; complex; Economics and Business; Ekonomi och näringsliv; firm level; firm performance; Innovation strategy; Innovations; panel; Productivity; Samhällsvetenskap; simple; Social Sciences; Technological change; Innovation strategy; productivity; complex; Community Innovation Survey; simple; firm level; firm performance; panel
• ISSN: 1043-8599; 1476-8364; 1476-8364
• DOI: 10.1080/10438599.2015.1108109

This paper analyzes the effect of various innovation strategies (ISs) of firms on their future performance, captured by labor productivity. Using five waves of the Community Innovation Survey in Sweden, we have traced the innovative behavior of firms over a decade, that is, from 2002 to 2012. We defined ISs to be either simple or complex (in various degrees). We call an IS a simple IS when firms engage in only one of the four types of Schumpeterian innovations, that is, product, process, marketing, or organizational, while a complex IS is when firms simultaneously engage in more than one type. The main findings indicate that those firms that choose and afford to have complex ISs are better off in terms of their future productivity in comparison with those firms that choose not to innovative (base group) and also in comparison with those firms that choose simple ISs. The results are mostly robust for those complex innovators that have a higher degree of complexity and also keep the balance between technological (product and process) and non-technological (organizational and marketing) innovations.