The Dynamics of the Adoption of Product and Process Innovations in Organizations

By Fariborz Damanpour, S. Gopalakrishnan. 2001

1,149 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

The influence of leadership on product and process innovations in China: The contingent role of knowledge acquisition capability (2015, background): “…involves the introduction of newproductionmethods, newmanagement approaches, and new technologies that can improve production or management processes (Damanpour & Gopalakrishnan, 2001; Gopalakrishnan et al., 1999) and contribute to an organization's efficiency (Utterback & Abernathy, 1975).”
Internal and External Antecedents of Process Innovation: A review and extension (2014, background): “They change relationships amongst organizational members and affect rules, roles, procedures and structures, communication and exchange among organizational members and between such members and the environment (Abernathy and Utterback, 1978; Damanpour and Gopalakrishnan, 2001).”
Footnotes to Research on Management Innovation (2014, background): “For example, product innovation could make corresponding process innovation necessary, and process innovation could enable a firm to improve the quality of its existing products or to produce completely new products (Damanpour & Gopalakrishnan, 2001; Fritsch & Meschede, 2001).”
Unraveling the link between managerial risk-taking and innovation: The mediating role of a risk-taking climate (2015, background): “Product innovation is understood as a product or service introduced to meet the needs of the market or an external user; process innovation is understood as a new element introduced into production operations or functions (Damanpour and Gopalakrishnan, 2001).”
Customer orientation, conflict, and innovativeness in Japanese sales departments (2006, background): “Organizational innovation is generally viewed as the adoption of an internally generated or purchased device, system, policy, program, process, product, or service that is new to the adopting organization (Damanpour, 1991; Damanpour and Gopalakrishnan, 2001).”
Senior expatriate leadership's effects on innovation and the role of cultural intelligence (2009, methodology): “Drawing on Damanpour and Gopalakrishnan (2001), we used an objective measure of innovation: the number of innovations adopted by each organization during the two-year period that preceded the time of the primarydata collection (2005–2007).”
Internationalization Orientation in SMEs: The Mediating Role of Technological Innovation (2019, background): “Up-to-date technologies and new techniques that quickly respond to the new market dynamics (Damanpour and Gopalakrishnan, 2001) are also developed, as well as creative products that allow SMEs to differentiate themselves among their global competitors (Gupta and Barua, 2016), minimize the risks of c”
Does quality management foster or hinder innovation? An empirical study of Spanish companies (2008, background): “The most frequently used innovation results are organizational profitability and productivity rates (Regev, 1998), sales (Moenaert et al., 1994), or return on assets (ROA) and return on equity (ROA) (Damanpour & Gopalakrishnan, 2001).”
Corporate entrepreneurship and performance: A meta-analysis (2015, methodology): “To this end, we did not consider studies such as those by Morgan and Berthon (2008), Yalcinkaya et al. (2007), Damanpour and Gopalakrishnan (2001), and Talke et al. (2010), while we incorporated the studies by Ahuja and Lampert (2001), Goosen et al. (2002), and Kellermanns et al. (2012).”
Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations (2009, methodology): “From this perspective, performance is the ability of the organization to cope with all systematic processes relative to its goal-seeking behaviour and carry out its organization-adapting and organization-maintaining functions effectively (Damanpour and Gopalakrishnan, 2001; Scott, 1992).”
Customer involvement capability and service firm performance: The mediating role of innovation (2017, methodology): “…the extent to which service firms create and either improve the method of service delivery or adopt new elements (e.g., input materials, task specifications, information flow, and equipment; see Damanpour & Gopalakrishnan, 2001) in the firm's production process (Gallego, Rubalcaba, & Suárez, 2013).”