The moderating role of organizational context on the relationship between innovation and firm performance
Reference:
De Clercq, D., Thongpapanl, N. and Dimov, D., 2011. The moderating role of organizational context on the relationship between innovation and firm performance. IEEE Transactions on Engineering Management, 58 (3), pp. 431-444.
Related documents:
![[img]](http://opus.bath.ac.uk/style/images/fileicons/application_pdf.png)
| PDF (Author's accepted version) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader Download (539kB) | Preview |
Official URL:
http://dx.doi.org/10.1109/TEM.2010.2048911
Abstract
This study examines how two cross-functional conditions (decision autonomy and trust) and a key managerial attitude toward the organization (organizational commitment), both individually and collectively, act as catalysts of the firms ability to convert its innovation pursuits into performance outcomes. An analysis of the performance of 232 firms offers support for the hypothesized interaction effects. The positive relationship between innovation and firm performance is stronger for higher levels of decision autonomy, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the contribution of innovation to firm performance is stronger when the firms context comes closer to an ideal configuration of these three factors. The authors discuss the studys implications, limitations, and directions for further research.
Details
| Item Type | Articles |
| Creators | De Clercq, D., Thongpapanl, N. and Dimov, D. |
| DOI | 10.1109/TEM.2010.2048911 |
| Departments | School of Management |
| Publisher Statement | Dimov_IEEE_Trans_Eng_Man_2011_58_3_431.pdf: © 2011 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works. |
| Refereed | Yes |
| Status | Published |
| ID Code | 32469 |
Export
Actions (login required)
| View Item |
