An integrated model of organisational innovation and firm performance: Generation, persistence and complementarity

Our paper encompasses an integral view of organisational innovation (OI), covering from the generation of OI to the effect of OI on firm performance, tackling the gap identified by Damanpour, Walker, and Avellaneda (2009) about the lack of studies that comprehensively study OI. We empirically test t...

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Bibliographic Details
Published in:Journal of business research 2019-12, Vol.105, p.270-282
Main Authors: Arranz, N., Arroyabe, M.F., Li, Jun, de Arroyabe, J.C. Fernandez
Format: Article
Language:English
Subjects:
Complementarity
Firm performance
Generation
Organisational innovation
Persitence
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Summary:Our paper encompasses an integral view of organisational innovation (OI), covering from the generation of OI to the effect of OI on firm performance, tackling the gap identified by Damanpour, Walker, and Avellaneda (2009) about the lack of studies that comprehensively study OI. We empirically test this question using data from the Spanish Technological Innovation Panel (PITEC, 2016) carried out in the years 2008–2013, focusing on a sample of 3795 manufacturing firms. The results provide empirical evidence that confirms OI as an innovation capability. We conclude that innovation capabilities operate through a reciprocity and complementarity relation, where technological, product and process, innovations and OI are all determining factors of one another. Last, our paper explores the effect of OI on firm performance, expanding the current analysis of the effect of process and product innovation on firm performance.
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2019.08.018