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Strategic Orientation and Product Innovation: Exploring a Decompositional Approach

机译：战略定位与产品创新：探索一种分解方法

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While a considerable body of research examines the strategic orientations-innovation relationship, findings in that literature have been mixed. This article calls attention to an underinvestigated problem: the composite, multidimensional conceptualization and measurement of most strategic orientations, which likely contribute to the mixed findings in the literature. To address this issue, the researchers explore a decompositional approach to the strategic orientation-product innovation relationship. The authors utilize the stimulus-organism-response framework to select, decompose, and recast a set of strategic orientation components previously identified to be essential to product innovation. To produce more nuanced insights, the authors also decompose product innovation outcomes into breakthrough versus incremental. Furthermore, the sample is decomposed by product type to assess the generalizability of the conceptual model across manufactured goods and services firms. The authors test the conceptual model with a sample of 222 executives of services and manufacturing firms in Germany and Switzerland using partial least squares. By decomposing the strategic orientation effects into direct, indirect, total, and specific components, the detailed empirical analysis yields several new insights. Overall, the results suggest that the relationship between strategic orientation and product innovation is more complex than previously identified in the literature. For example, the results demonstrate that technology orientation works to augment innovation differently in services versus manufacturing firms. More specifically, a focus on technology boosts only breakthrough innovation in manufacturing firms, and only indirectly by enhancing an organization's open-mindedness. In contrast, services firms extract additional benefits from investing in technology directly (and for both incremental and breakthrough innovation), as well as indirectly by increasing open-mindedness. The authors also identify complementary as well as suppressing effects on product innovation outcomes from different strategic orientation components. Based on the findings in this study, future research avenues are identified, and managers are advised to consider each component of alternative strategic orientations individually and evaluate the capabilities aligned with components to assess their interdependencies.
机译：尽管有大量研究研究了战略方向与创新之间的关系，但该文献中的发现却参差不齐。本文呼吁关注一个未充分研究的问题：大多数战略方向的综合，多维概念化和度量，这很可能会导致文献中的发现不一。为了解决这个问题，研究人员探索了一种分解式方法来解决战略导向与产品创新之间的关系。作者利用刺激生物反应框架来选择，分解和重铸一组先前确定为产品创新必不可少的战略方向要素。为了产生更细微的见解，作者还将产品创新成果分解为突破性创新与增量创新。此外，样本按产品类型分解以评估概念模型在制造产品和服务公司中的普遍性。作者使用偏最小二乘模型对德国和瑞士的222位服务和制造公司高管进行了样本测试，对概念模型进行了检验。通过将战略导向效应分解为直接，间接，总体和特定组成部分，详细的经验分析得出了一些新见解。总体而言，结果表明，战略方向与产品创新之间的关系比文献中先前确定的更为复杂。例如，结果表明，技术导向可以有效地增强服务业与制造业公司之间的创新。更具体地说，对技术的关注只会促进制造企业的突破性创新，而只能通过增强组织的开放意识来间接促进。相反，服务公司通过直接投资技术（以及用于渐进式创新和突破性创新）以及通过提高开放性而间接地从技术投资中获得更多收益。作者还确定了不同战略方向组件对产品创新成果的补充和抑制作用。根据本研究的结果，确定未来的研究途径，并建议管理人员分别考虑替代战略方向的每个组成部分，并评估与这些组成部分保持一致的能力，以评估其相互依赖性。

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  • 来源
    《Journal of product innovation management》 |2012年第6期|p.967-985|共19页
  • 作者

    Jelena Spanjol; Silke Muehlmeier; Torsten Tomczak;

  • 作者单位

    University of Illinois at Chicago, 601 S. Morgan St., 2214 University Hall, MC-243, Chicago, Illinois 60607;

    Center for Innovation at the University of St.Gallen, Switzerland;

    Center for Customer Insight and the Center for Innovation at the University of St.Gallen, Switzerland;

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