Strategy |
Oke et al. (2012Oke, A., Walumbwa, F. O., & Myers, A. (2012). Innovation strategy, human resource policy, and firms’ revenue growth: The roles of environmental uncertainty and innovation performance.Decision Sciences,43(2), 273-302.), Cabral (2007Cabral, J. E. D. O. (2007). Determinantes da propensão para inovar e da intensidade inovativa em empresas da indústria de alimentos do Brasil.Revista de Administração Contemporânea,11(4), 87-108.), Prester and Bozac (2012Prester, J., & Bozac, M. G. (2012). Are innovative organizational concepts enough for fostering innovation?.International Journal of Innovation Management,16(01), 1250005.). |
Characterized by specific plans and actions. It is a driving force of innovation in view of the company’s vision. It is characterized as induction mechanism, mainly fomented of superior hierarchical levels. |
Leadership |
Vacaro et al. (2012), Suriyamurthi et al. (2013), Denti and Hemlin (2012Denti, L., & Hemlin, S. (2012). Leadership and innovation in organizations: A systematic review of factors that mediate or moderate the relationship.International Journal of Innovation Management,16(03), 1240007.). |
The role of the leader in the organization influences the context of innovation as well as human resource practices aimed at innovation. Leaders stimulate individual innovation traits influencing creativity. |
Culture |
Brockman et al. (2012Brockman, B. K., Jones, M. A., & Becherer, R. C. (2012). Customer orientation and performance in small firms: Examining the moderating influence of risk‐taking, innovativeness, and opportunity focus.Journal of Small Business Management,50(3), 429-446.), Rubera and Kirca (2012Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration.Journal of Marketing,76(3), 130-147.). |
Culture directly affects the organization’s innovation performance. The innovative structure cannot be sustained without the full establishment of an organizational culture. |
Organizational structure |
Prester and Bozac (2012Prester, J., & Bozac, M. G. (2012). Are innovative organizational concepts enough for fostering innovation?.International Journal of Innovation Management,16(01), 1250005.), Uzkurt et al. (2012Uzkurt, C., Kumar, R., Kimzan, H. S., & Sert, H. (2012). The impact of environmental uncertainty dimensions on organisational innovativeness: An empirical study on SMEs.International Journal of Innovation Management,16(02), 1250015.) |
Incentive systems proposed in the organizational structure are vital elements for the success of innovation. Administrative innovations are directly related to process-oriented management and technical innovation is associated with process and production technology. |
Processes |
Rubera and Kirca (2012Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration.Journal of Marketing,76(3), 130-147.), Sheu and Lee (2011Sheu, D. D., & Lee, H. K. (2011). A proposed process for systematic innovation.International Journal of Production Research,49(3), 847-868.). |
There is evidence in the relationship of processes with better innovation outcomes than product-based vision. Systematic innovation processes involve the development of business plans and opportunities identification processes linked to newly developed technological details. |
People |
Mieres et al. (2012Mieres, C. G., Sánchez, J. Á. L., & Vijande, M. L. S. (2012). Internal marketing, innovation and performance in business services firms: the role of organizational unlearning.International Journal of Management,29(4), 403- 429.), Dotzel et al. (2013Dotzel, T., Shankar, V., & Berry, L. L. (2013). Service innovativeness and firm value.Journal of Marketing Research,50(2), 259-276.), Bornay-Barrachina et al. (2012Bornay‐Barrachina, M., la Rosa‐Navarro, D., López‐Cabrales, A., & Valle‐Cabrera, R. (2012). Employment relationships and firm innovation: the double role of human capital.British Journal of Management,23(2), 223-240.). |
The more value added to the most innovative employees will be the companies. People are an innovative category, referred to as “people-empowered innovative services”. Individual knowledge is the innate capacity of innovation and consequently aggregates organizational competitiveness. |
Relationships |
Dotzel et al. (2013Dotzel, T., Shankar, V., & Berry, L. L. (2013). Service innovativeness and firm value.Journal of Marketing Research,50(2), 259-276.), Caluβ, (2012), Lasagni, (2012Lasagni, A. (2012). How can external relationships enhance innovation in SMEs? New evidence for Europe.Journal of Small Business Management,50(2), 310-339.). |
The development of new products and services is directly related to the number of alliances and organizational relationships, considered even as ideal environment for the joint adoption of innovation. Establishing relationships enables the creation of knowledge crucial to the success of innovation. |
Technological infrastructure |
Abecassis-Moedas e Benghozi (2012Abecassis‐Moedas, C., & Benghozi, P. J. (2012). Efficiency and innovativeness as determinants of design architecture choices.Journal of Product Innovation Management,29(3), 405-418.), Brockman et al. (2012Brockman, B. K., Jones, M. A., & Becherer, R. C. (2012). Customer orientation and performance in small firms: Examining the moderating influence of risk‐taking, innovativeness, and opportunity focus.Journal of Small Business Management,50(3), 429-446.), Dotzel et al. (2013Dotzel, T., Shankar, V., & Berry, L. L. (2013). Service innovativeness and firm value.Journal of Marketing Research,50(2), 259-276.), Freeman and Soete (2009). |
The technological structure reduces the development time contributing to maximize profit during the innovation life cycle. Entrepreneurial vocation aligned with the technological orientation allows a greater level of organizational innovation. Information technology systems have a direct effect on perceived risk, reducing the possibility of failures in the innovation process. However, this dimension should only be considered as an instrument in the context of innovation. |
Measurement |
Autant-Bernard et al. (2010Autant-Bernard, C., Chalaye, S., Manca, F., Moreno, R., & Suriñach, J. (2010). Measuring the adoption of innovation. A typology of EU countries based on the Innovation Survey.Innovation-The European Journal of Social Science Research,23(3), 199-222.), Rao (2010). |
Establishing indicators to measure the adoption of innovation is of fundamental importance, since these are mechanisms that identify economic growth and social prosperity. They aid in the negotiation of intangible assets, which in a way has encouraged national and international institutions to measure economic innovation. |
Learning |
Brockman et al. (2012Brockman, B. K., Jones, M. A., & Becherer, R. C. (2012). Customer orientation and performance in small firms: Examining the moderating influence of risk‐taking, innovativeness, and opportunity focus.Journal of Small Business Management,50(3), 429-446.), Mieres et al. (2012Mieres, C. G., Sánchez, J. Á. L., & Vijande, M. L. S. (2012). Internal marketing, innovation and performance in business services firms: the role of organizational unlearning.International Journal of Management,29(4), 403- 429.) Liao et al. (2012Liao, S. H., Chang, W. J., Hu, D. C., & Yueh, Y. L. (2012). Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan’s banking and insurance industries.The International Journal of Human Resource Management,23(1), 52-70.), Rubera e Kirca (2012Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration.Journal of Marketing,76(3), 130-147.). |
The learning dimension is inseparable from innovation. The learning between individuals and organization leads to organizational innovation, especially knowledge intensive innovation, that guarantees the real sustainable competitive advantage. Learning-oriented organizations have better performance because of their ability to innovate. |