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    Embracing product innovativeness in technology firms: The impact of management model principles
    (Technology Innovation Management, 2020) Büyükbalcı, Pınar; Ertemsir, Esin; Boukari, Zayneb
    A company’s management model reflects its managers’ choices, decisions, systems, procedures, people, and organizational structure (D'Amato, 2015). Companies nowadays are often faced with transforming their management models to cope with discontinuous change in the current hyper-competitive business landscape. Under turbulent conditions, organizations develop skills, structures, and principles that enable them to build an innovative organizational climate and thus achieve competitiveness (Cooper & Kleinschmidt, 2000). Our focus in this paper is to reveal the impact of management models on product innovativeness. We will do this by trying to discover how specific principles in a company’s management model affect product innovativeness. The study targets technology-oriented firms strongly relying upon innovativeness to stay competitive. As far as we know, although certain principles in company management models have been central to recent discussion in literature, their impact on innovativeness has not been empirically studied from a management model perspective. This study offers a discussion of management models and their principles that addresses this gap, and attempts to extend the relevant theoretical debate by examining impact on product innovativeness. From a practical perspective, we suggest a guideline for tech-oriented companies to raise their awareness by highlighting various principles that foster product innovativeness.
  • Küçük Resim Yok
    Öğe
    The relationship between management models and organizational innovativeness
    (Academic Conferences and Publishing International Limited, 2017) Büyükbalcı, Pınar; Boukari, Zayneb
    The main purpose of this study is to explore the relationship of four generic management models (as proposed by Birkinshaw, 2012); namely; discovery model, quest model, science model, and planning model; with organizational innovativeness dimensions (as proposed by Wang and Ahmed, 2004); namely, product, market, process, behavioral, and strategic innovativeness. The main premise underlying the research model is that certain principles in each management model impact the emergence of certain innovativeness types. The issue has especially been dealt with its reflections on high tech companies in technoparks. These companies are known for their entrepreneurial and innovative behaviour. However, as to the authors' knowledge, the impact of their management model on their innovativeness capacity has been an understudied issue. Within this framework, following a thorough literature review, hypotheses have been tested by using data from high tech firms in a university technopark. Findings supported the view that different principles of each model significantly impact different organizational innovativeness dimensions. Detailed analyses also put forth interesting results which will open up new fields for further research in this vein.