• International Journal of Human Ecology
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• v.10 no.1
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• pp.1-11
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• 2009

The effect of learning orientation on company innovation and innovation capability are explored based on survey data collected from 154 small and medium-sized manufacturing firms. The theoretical links between learning orientation and company innovation as well as innovation capability are investigated in four research models that compare textile and non-textile manufacturing firms. Learning orientation has a significant effect on company innovation and innovation capability in the model test. However, some of the three segmented factors (commitment to learning, shared vision, and open-mindedness) of learning orientation had no significant effect on company innovation and innovation capability. Company innovation and innovation capability of textile manufacturing firms are predicted by the commitment to learning and shared vision, whereas those of non-textile firms were determined by shared vision and open-mindedness. Differences show that firms may need to put weight on some distinctive aspects of learning orientation according to the business categories in order to enhance company innovation.

• Journal of Korean Society for Quality Management
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• v.42 no.3
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• pp.509-522
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• 2014

Purpose: The purpose of this paper is to identify Six Sigma success factors and analyse the effects of Six Sigma success factors and innovation capability on innovation performance. Methods: The study build a research framework which include the variables of Six Sigma success factors, innovation capability, and innovation performance. A sample of 127 survey questionnaires is taken to test the proposal theoretical model through structural equations modeling using AMOS 20.0. Results: This study proves that there are the positive relationship between Six Sigma success factors, innovation capability, and innovation performance. It also confirms that there are the partial mediating effects of innovation capability between Six Sigma success factors and innovation performance. Conclusion: There are various factors affecting innovation performance of firms. This study provide the mechanism transformed from Sig Sigma to innovation performance.

• Journal of Korea Trade
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• v.27 no.5
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• pp.63-90
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• 2023

Purpose - This study aims to identify the relationship between logistics companies' Logistics 4.0 technology adoption with logistics innovation capability and logistics performance, and analyze the mediating effect of logistics innovation capability and the mediated moderation effect of firm size through logistics innovation capability. Design/methodology - Research models and hypotheses were established based on prior research related to Industry 4.0, Logistics 4.0, logistics technology, logistics performance, and firm size. The survey was conducted on the employees of logistics companies, and exploratory factor analysis, reliability analysis, confirmatory factor analysis, discriminant validity analysis, structural equation model analysis, mediation effect, moderation effect, and the mediated moderation effect analysis were performed. Findings - The adoption of Logistics 4.0 technology was found to significantly affect logistics innovation capability and logistics performance. Logistics innovation capability was found to significantly affect logistics performance. Moreover, logistics innovation capability was found to have a significant mediation effect on the relationship between Logistics 4.0 technology adoption and logistics performance. The moderation effect based on firm size was found to have a partial effect on logistics innovation capability and logistics performance, but the mediated moderation effect was not significant. Originality/value - This study is meaningful in that it empirically analyzed the relationship of Logistics 4.0 technology adoption with logistics innovation capability and logistics performance, the mediating effect of logistics innovation capability, the moderation effect of firm size, and the mediated moderation effect of firm size, which were not addressed in previous studies.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.195-229
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• 2015

Service innovation is considered a new way to gain competitive advantage and enhance firm performance. However, service innovation does not always guarantee the desired outcome. The effective organization and management of well-planned service innovation practices, which are consistent with the firm's business environment, become a critical challenge for service innovation success. In addition, an increasing number of studies have focused on the role of information technology (IT) capability in service innovations. Most studies on service innovation have focused on the influences of the strategic alignment and IT capability separately. In contrast, the current study combines them by investigating the positive moderating effect of IT capability on the alignment between business strategy and service innovation strategy. Based on data collected from 183 service firms in Korea, we first explore the effect of service innovation strategies when coupled with different business strategies on better firm performance. We then investigate the moderating effect of IT capability on the relationship between strategic alignments and firm performance. Empirical evidence indicates that a synergistic effect between alignment and IT capability on firm performance exists. Firms that have aligned service innovation strategy with business strategy should consider improving their organizational IT capability to ensure substantial leverage.

• The Journal of Small Business Innovation
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• v.20 no.2
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• pp.1-16
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• 2017

The purpose of this study is to investigate the factors affecting innovation capability and innovation performance of midsize company entering overseas market. More specifically, in terms of managerial, organizational, and employee - level factors, we set leadership, operating system, and taking charge at work as variables influencing innovation capability and tried to understand the effect of innovation capability on innovation performance through empirical studies. In addition, we examined the differences in the influence factors on innovation capability and the effect on innovation performance in the home country and overseas countries. As a result of the empirical analysis, all of the influence factors had a positive effect on the innovation capability and the innovation capability had a positive effect on the innovation performance. The degree of influence was in the order of operating system, leadership and taking charge at work. In China, there is no significant difference in the order of operating system, leadership and taking charge at work. In the case of Korea, operating system and leadership have a positive effect, but the employee's taking charge at work does not affect innovation capability. The results of this study are as follows. First, it is necessary to enhance innovation capability in accordance with local characteristics. In Korea, there are additional activities to induce employee's taking charge at work is required for improved innovation capability and innovation performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.91-100
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• 2018

Small and medium enterprises (SMEs) endeavor to overcome the adverse resource conditions and secure competitive advantage through technological innovation capability. Prior studies have focused on the overall or specific dimensions of technological innovation capability, and examined their performance impact. However, there has been less scholarly attention on the dynamic characteristics such as the relative importance of technological innovation capability or its performance impact at the different growth stages of a firm. In this vein, this study investigates the relationship between SME innovation capability and innovation performance at each growth stages of a firm. Based on the empirical analysis of manufacturing SMEs in Korea, we found that all dimensions of technological innovation capability had positive effects on innovation performance. However, each dimension of technological innovation capability had different effect on innovation performance by the growth stages. The planning capability can improve innovation performance at the growth and maturity stages. Manufacturing capability can have positive effect on innovation performance at the maturity stage. Both of new product development capability and commercialization capability contribute to innovation performance at all of the growth stages. This study suggests the guidelines for enhancing technological innovation capability at the different growth stages of SMEs. It also provides policy implications for the design and operation of growth-stage specific programs. Finally, the limitations of the research and future research directions are presented.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.2
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• pp.109-121
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• 2023

This study aims to address the literature gap by examining the direct relationship between big data analytics capability, marketing innovation, and organizational innovations. Additionally, this study would examine big data analytics capability as the antecedent for both innovation types and how these relationships influence firm performance. The research model is developed based on the integration of resource-based view and knowledge-based view theories. The quantitative method is used as the research methodology for this study. Based on a purposive sampling method, a total of 115 questionnaires were obtained from managers in star-rated hotels located in Malaysia. Partial least square structural equation modeling (PLS-SEM) is utilized for the data analysis. The result shows that big data analytics capability positively affects marketing and organizational innovations. The findings show that big data analytics capability and organizational innovation positively influence firm performance. Nonetheless, the result revealed that marketing innovation is not positively related to firm performance. The findings also indicate to hotel managers the importance of big data analytic capability and the resources required to build and develop this capability. The contributions from this study enrich the literature on big data and innovation, which is particularly limited in the hospitality and tourism context.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• Journal of Distribution Science
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• v.19 no.8
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• pp.37-46
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• 2021

Purpose: This study aims at investigating how high-tech SMEs can enhance innovation performance through the application and distribution of social media strategic capability and whether entrepreneurial orientation moderates the relationship between social media strategic capability and innovation. Research design, data, and methodology: The study followed a deductive approach based on the quantitative design in investigating the proposed relationships. The data was collected using a questionnaire, and the proposed relationships were examined based on a sample of 221 high-tech SMEs through the application of structural equation modeling (SEM). By applying SEM, this study accounted for hidden and unobservable factors as well as reconciled the potential measurement errors. Results: As hypothesized, it was confirmed that social media strategic capability positively influences innovation performance. Besides, the findings supported the moderating effect of three dimensions of entrepreneurial orientation (innovativeness, proactiveness, and risk-taking) toward the relationship between social media strategic capability and innovation performance. Conclusions: According to the results, high-tech SMEs can enhance their innovation performance through social media by distributing and applying social media strategic capability along with entrepreneurial orientation. This study thereby enriches the literature of innovation on high-tech SMEs for implementing social media strategies as well as stimulating future social media research for entrepreneurship.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.1
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• pp.111-121
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• 2023

Given the gaps in the link between leadership, knowledge resource, and innovation capability, this study aims to examine the potential mediating role of knowledge sharing and moderating role of knowledge-centered culture in the relationship between transformational leadership and a firm's capability for innovation. This study applied the Structural Equation Modeling to try out proposal hypotheses in the research model through a questionnaire survey from a sample of 301 participators in 115 small and medium firms in the field of tourism and hotel. The findings disclosed that knowledge-sharing behaviors significantly mediate the transformational leadership-innovation relationship. It highlights the significant impact of explicit knowledge sharing in comparison with the influence of tacit knowledge sharing on innovation capability. The paper also reveals the crucial role of knowledge-centered culture in boosting the knowledge-sharing-innovation relationship. By exploring the mediating role of knowledge sharing and the moderator of knowledge-centered culture, the paper significantly brings insight into different mediating and moderating mechanisms to improve innovation capability. The paper significantly fills up the gaps and provides valuable initiatives on the mechanism of how transformational leadership and specific forms of knowledge-sharing behaviors positively affect innovation capability under the moderating role of knowledge-centered culture.