Organizational innovation favours technological innovation. Yet the question of which organizational practices should be combined—that is, their compatibility—remains unanswered. This empirical ...investigation of patterns of complementarity considers three organizational practices: business practices, workplace organization, and external relations. Firm-level data drawn from the 2008 French Community Innovation Survey and supermodularity tests confirm the crucial role of organizational innovation in increasing firms’ innovation. The pattern of complementarity among organizational practices differs according to the type of innovation (i.e., product or process), as well as the type of measure used to assess technological innovation performance. These results highlight the complexity of managing organizational practices to encourage firm innovation.
Comprendre la manière dont les entreprises se coordonnent au sein de réseaux interorganisationnels devient depuis quelques années un enjeu crucial, notamment pour réussir des projets d'innovation. En ...témoigne d'ailleurs la littérature croissante, tant universitaire que managériale, sur ce sujet. Pourtant, les études empiriques restent encore relativement rares, surtout dans le domaine des coopérations pour l'innovation. Cet article comble partiellement ce vide grâce à l'analyse de cinq modes de coordination : les garanties, la répartition des résultats, le degré de formalisme, la résolution de conflit et la confiance, qui fera l'objet d'une discussion spécifique. La recherche qualitative menée sur trois réseaux d'innovation met en avant que les modalités de coordination choisies par le pivot varient selon l'existence (ou non) de relations antérieures et selon son degré de dépendance envers les autres membres. Elle conduit à élaborer quatre configurations de coordination qui permettent au pivot de déterminer les modalités de coordination les plus adéquates pour mener à bien son projet d'innovation.
Organizational innovation favours technological innovation. Yet the question of which organizational practices should be combined - that is, their compatibility - remains unanswered. This empirical ...investigation of patterns of complementarity considers three organizational practices: business practices, workplace organization, and external relations. Firm-level data drawn from the 2008 French Community Innovation Survey and supermodularity tests confirm the crucial role of organizational innovation in increasing firms' innovation. The pattern of complementarity among organizational practices differs according to the type of innovation (i.e. product or process), as well as the type of measure used to assess technological innovation performance. These results highlight the complexity of managing organizational practices to encourage firm innovation.
Organizational innovation favors technological innovation, but does it also influence persistence in technological innovation? This paper empirically investigates the pattern of technological ...innovation persistence and tests the potential impact of organizational innovation using firm-level data from three waves of French Community Innovation Surveys. The evidence indicates a positive effect of organizational innovation on persistence in technological innovation, according to the various measures of organizational innovation. Moreover, this impact is more significant for complex innovators, i.e. those who innovate in both products and processes. The results highlight the complexity of managing organizational practices with regard to the technological innovation of firms. They also add to understanding of the drivers of innovation persistence through the focus on an often forgotten dimension of innovation in a broader sense.
Purpose This paper aims to provide evidence of the major role of nontechnological activities in the innovation process. It seeks to highlight the effects of marketing and organizational innovation ...strategies on technological innovation performance. Designmethodologyapproach The paper tests theoretical hypotheses on a sample of 555 firms of the Fourth Community Innovation Survey CIS 4 in 2006 in Luxembourg. Data are analyzed through a generalized Tobit model. Findings Evidence is found to support the impact of innovation in the marketing and organization fields on a firm's capacity to innovate, but not on the innovative performance. The paper also statistically shows that the effects of nontechnological innovation differ depending on the phase of the innovation process. Research limitationsimplications The causal link and the question of time frame between the various innovations could be further investigated, especially through longitudinal studies. Further research should also focus on the differences between large versus small firms, and service versus industrial firms. Practical implications The effects of nontechnological innovation are not the same according to whether the firm is in the first step of the innovation process i.e. being innovative, or in a later step i.e. innovative performance. Managers should be aware of these various effects in order to efficiently adopt nontechnological innovation strategies. Originalityvalue Few works have taken into account the role of other innovative strategies such as marketing and organization. As far as is known, this is the first study based on recent CIS data that looks at the interrelations between different types of innovation.
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