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Full-Text Articles in Business
Innovation And Leadership: When Does Cmo Leadership Improve Performance From Innovation?, Adam J. Bock, Andreas B. Eisengenrich, Dmitry Sharapov, Gerard George
Innovation And Leadership: When Does Cmo Leadership Improve Performance From Innovation?, Adam J. Bock, Andreas B. Eisengenrich, Dmitry Sharapov, Gerard George
Research Collection Lee Kong Chian School Of Business
Ensuring that organizational innovation generates value increasingly requires effective marketing management. Prior studies, however, report conflicting effects of chief marketing officer (CMO) leadership on how well the firm exploits innovation. These inconsistencies may be associated with firm-level innovation effort, customer focus, and industry type. We analyze archival data from 587 interviews with global CEOs to explain the effect of CMO leadership on outcomes of organizational innovation. CMO leadership of the firm's primary innovation mode is positively associated with product-market innovation effort but not marginal revenue from innovation. CMO leadership also moderates the relationship between customer focus and innovation revenue. Predictive …
Efficacy Of R&D Work In Offshore Captive Centers: An Empirical Study Of Task Characteristics, Coordination Mechanisms, And Performance, Deepa Mani, Kannan Srikanth, Anandhi Bharadwaj
Efficacy Of R&D Work In Offshore Captive Centers: An Empirical Study Of Task Characteristics, Coordination Mechanisms, And Performance, Deepa Mani, Kannan Srikanth, Anandhi Bharadwaj
Research Collection Lee Kong Chian School Of Business
Seizing the latest technological advances in distributed work, an increasing number of firms have set up offshore captive centers (CCs) in emerging economies to carry out sophisticated R&D work. We analyse survey data from 132 R&D CCs established by foreign multinational companies in India to understand how firms execute distributed innovative work. Specifically, we examine the performance outcomes of projects using different technology-enabled coordination strategies to manage their interdependencies across multiple locations. We find that modularization of work across locations is largely ineffective when the underlying tasks are less routinized, less analyzable, and less familiar to the CC. Coordination based …
Relation-Specific Creative Performance In Voluntary Collaborations: A Micro-Foundation For Competitive Advantage?, Terence Ping Ching Fan, Duncan Robertson
Relation-Specific Creative Performance In Voluntary Collaborations: A Micro-Foundation For Competitive Advantage?, Terence Ping Ching Fan, Duncan Robertson
Research Collection Lee Kong Chian School Of Business
A fundamental question in the strategy literature is how sustainable competitive advantage can be generated within one firm and yet difficult to copy by another. We offer one solution to this conundrum by way of relation-specific performance that is developed in creative projects – where the individuals involved have significant latitude on the intended objectives as well as their collaborators on these projects. Because higher-level cognition is involved in navigating such projects from conception to implementation, there is heightened relation-specificity in their performance – as measured by how widely they are adopted by third-party users. This relationspecificity means that any …