Building innovation capability: The role of top management innovativeness and relative-exploration orientation |
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| Institution: | 1. Department of Marketing, College of Business and Public Administration, University of North Dakota, Grand Forks, ND 58202, United States;2. Area of Marketing, Rawls College of Business, Texas Tech University, Lubbock, TX 79409, United States;1. Department of Management, Beacom School of Business, University of South Dakota, 414 E. Clark Street, Vermillion, SD 57069, United States;2. Department of Management, Robert C. Vackar College of Business & Entrepreneurship, The University of Texas Rio Grande Valley, 1201 West University Drive, Edinburg, TX 78539-2999, United States;1. Montpellier Business School and Montpellier Research in Management, 2300 avenue des Moulins, 34185 Montpellier Cedex 4, France;2. Erasmus University of Rotterdam, The Netherlands and Montpellier Business School, France;3. P.O. Box 1738, 3000 DR Rotterdam, The Netherlands;1. School of Management, Northwestern Polytechnical University, Xi''an 710072, China;2. John Chambers College of Business and Economics, West Virginia University, Morgantown, WV 26506, United States of America |
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| Abstract: | Firms strive to develop innovation capabilities that help them achieve competitive advantage in the marketplace. This paper shows that managers can contribute to firms' innovation capabilities by involving themselves directly. Based on a unique multi-source (shareholder letters, COMPUSTAT, and World Bank Database) dataset covering 335 firms over nine years, empirical analysis reveals that top managers' innovativeness makes them more likely to adopt exploration orientation over exploitation orientation in innovation. This relative-exploration orientation is a key mediator that can transform top managers' innovativeness into better financial performance, and the effectiveness of this mediating role is contingent on a firm's resources and the industry environment. |
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