EXPLORING THE PRODUCT INNOVATION OUTCOMES OF CORPORATE CULTURE AND EXECUTIVE LEADERSHIP
EXPLORING THE PRODUCT INNOVATION OUTCOMES OF CORPORATE CULTURE AND EXECUTIVE LEADERSHIP
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DOI：
10.1142/s1363919616500092
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发表时间：
2016-02
影响因子：
2.1
通讯作者：
R. Stock;Nils Lennart Schnarr
中科院分区：
文献类型：
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作者：
R. Stock;Nils Lennart Schnarr
企业文化和高层管理人员的领导行为都可能推动企业创新。然而，资源约束往往迫使企业指定一个来源来传播创新导向。以创新为导向的企业文化反映了一大批组织成员所共有的价值观、规范和产物；传统观点认为它会促进创新。相比之下，高管的领导行为推动了自上而下的创新；其对产品创新结果的影响仍不确定。本研究探讨了创新导向的企业文化与高层管理人员变革型领导对新产品频率的相对影响。在这样做的过程中，它用高层视角补充了普遍应用的资源基础视角，强调高层管理人员是公司战略行动最重要的预测者。基于136名高管和414名下属的双元数据，结果表明，创新导向的企业文化比高管变革型领导更有效地提高了新产品推出的频率。
Corporate culture and top executives’ leadership behaviour both may drive firm innovativeness. However, resource constraints often force firms to specify one source to spread an innovation orientation. Innovation-oriented corporate culture reflects the values, norms, and artifacts shared by a large set of organisational members; conventional wisdom implies that it fosters innovativeness. In contrast, top executives’ leadership behaviour drives innovations from the top; its influence on product innovation outcomes remains uncertain. This study examines the relative impact of innovation-oriented corporate culture and top executives’ transformational leadership on new product frequency. In so doing, it complements the commonly applied resource-based perspective with an upper echelons perspective, emphasizing top executives as the most important predictors of the firm’s strategic actions. Relying on dyadic data from 136 top executives and 414 subordinates, the results show that an innovation-oriented corporate culture is more effective in enhancing the frequency of new product introductions than top executives’ transformational leadership.