Size, strategic, and market orientation affects on innovation

By S. Laforet. 2008

441 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e35132dd56376a76bd6bb28090817c0cc9c3dd96

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In Economics and Econometrics

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The Impact of Environmental Turbulence on the Perceived Importance of Innovation and Innovativeness in SMEs (2019, background): “In order to overcome rapid technological change and the proliferation of product variety, SMEs must be able to sustain innovation (Laforet 2008).”
Market orientation, NPD performance, and organizational performance in small firms (2009, background): “firms do not always apply in small firms (Appiah-Adu and Singh; Blankson et al.; Laforet, 2008).”
Does transformational leadership facilitate technological innovation? The moderating roles of innovative culture and incentive compensation (2012, background): “In addition, numerous empirical studies found the positive role that market orientation plays in promoting radical and incremental innovation and organizational performance (e. g. Carmen & Maria Jose, 2008; Grinstein, 2008; Hernández-Espallardo & Delgado-Ballester, 2009; Jimenez-Jimenez & Sanz Valle”
Innovative behaviour: how much transformational leadership do you need? (2018, neutral): “Previous research has reported a relationship between the number of workers employed by a firm and innovation (e.g., Laforet, 2008; Wagner and Hansen, 2005).”
Innovation and entrepreneurship in knowledge industries (2013, background): “Schumpeter (1934), in his well-known study, The Theory of Economic Development, likens the entrepreneur to the innovator in that the task of both of these economic players is to introduce new inventions into productive activity (Dibrell, Craig, & Hansen, 2011; Laforet, 2008; Mousa & Wales, 2012).”
Determinants of innovativeness in SMEs: disentangling core innovation and technology adoption capabilities (2017, background): “3 developments in markets influence the rest of the innovations and the interrelationships between innovations in products and processes are also highly relevant (Kraft, 1990; Laforet, 2008).”
Are Growing SMEs More Market‐Oriented and Brand‐Oriented? (2012, background): “However, research indicates that market orientation is not related to any specific firm size (Blankson and Cheng 2005; Laforet 2008) and that the construct is as appropriate to small as it is to large organizations (Blankson, Motwani, and Levenburg 2006).”
Natural Environment, Market Orientation, and Firm Innovativeness: An Organizational Life Cycle Perspective (2011, background): “Similarly, the marketoriented firm constantly monitors the actions of competitors, which positions it to imitate proactively those actions deemed important for meeting customer demands (Laforet 2008; Tajeddini, Trueman, and Larsen 2006).”
The relationship between multidimensional organizational culture and performance (2011, background): “The whole notion of traditional new product development based on market orientation explicitly hinges on a solid understanding of the customer’s unmet needs (Zhou et al., 2005; Laforet, 2008).”
Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity (2016, neutral): “Gonzalez-Benito et al., 2009; Kirca et al., 2005; Laforet, 2008).”
Differentiating the effects of the institutional environment on corporate entrepreneurship (2011, background): “Organisations whose strategies are more aggressive, competitive and risky are also more innovative (Aragón-Correa, 1998; Laforet, 2008; Özsomer et al., 1997).”