Leadership, innovation capabilities, and SMEs’ innovation performance

Ka Wai CHUNG; Tracy Zhang; Tiger Wu

Leadership, innovation capabilities, and SMEs’ innovation performance

Ka Wai CHUNG, Tracy Zhang, Tiger Wu

Global Business and Marketing

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

Abstract

Drawing upon the resource-based view (RBV) and the dynamic capabilities (DC) perspective, a model that links leadership, innovation capability, and product innovation performance is presented in this paper. Besides, two contextual factors considered to have a leveraging or hindering impact on the effectiveness of leaderships on innovation capabilities are added as moderators. Using a sample of Chinese manufacturing SMEs, the findings reveal that transformational leaders promote both exploratory and exploitative innovations while transactional leaders only effectively encourage exploitative innovation. Findings also indicate that explorative innovation can lead to positive innovation performance, but not exploitative innovation. Moreover, reward philosophy is found to negatively moderate the transactional leadership-exploratory innovation link while entrepreneurial culture has a positive moderating effect on the relationship between transformational leadership and exploitative innovation.

Original language	English
Title of host publication	ANZMAC Conference Proceedings
Pages	1246-1249
Publication status	Published - 2 Dec 2019
Event	The 21st Australian and New Zealand Marketing Academy: Winds of Change - Victoria University of Wellington , Wellington, New Zealand Duration: 2 Dec 2019 → 4 Dec 2019

Conference

Conference	The 21st Australian and New Zealand Marketing Academy
Country/Territory	New Zealand
City	Wellington
Period	2/12/19 → 4/12/19

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 9 Industry, Innovation, and Infrastructure

Cite this

@inproceedings{4f1f806a1fc646fc8433243d698c9825,

title = "Leadership, innovation capabilities, and SMEs{\textquoteright} innovation performance",

abstract = "Drawing upon the resource-based view (RBV) and the dynamic capabilities (DC) perspective, a model that links leadership, innovation capability, and product innovation performance is presented in this paper. Besides, two contextual factors considered to have a leveraging or hindering impact on the effectiveness of leaderships on innovation capabilities are added as moderators. Using a sample of Chinese manufacturing SMEs, the findings reveal that transformational leaders promote both exploratory and exploitative innovations while transactional leaders only effectively encourage exploitative innovation. Findings also indicate that explorative innovation can lead to positive innovation performance, but not exploitative innovation. Moreover, reward philosophy is found to negatively moderate the transactional leadership-exploratory innovation link while entrepreneurial culture has a positive moderating effect on the relationship between transformational leadership and exploitative innovation.",

author = "CHUNG, \{Ka Wai\} and Tracy Zhang and Tiger Wu",

year = "2019",

month = dec,

day = "2",

language = "English",

pages = "1246--1249 ",

booktitle = "ANZMAC Conference Proceedings",

note = "The 21st Australian and New Zealand Marketing Academy : Winds of Change ; Conference date: 02-12-2019 Through 04-12-2019",

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TY - GEN

T1 - Leadership, innovation capabilities, and SMEs’ innovation performance

AU - CHUNG, Ka Wai

AU - Zhang, Tracy

AU - Wu, Tiger

PY - 2019/12/2

Y1 - 2019/12/2

N2 - Drawing upon the resource-based view (RBV) and the dynamic capabilities (DC) perspective, a model that links leadership, innovation capability, and product innovation performance is presented in this paper. Besides, two contextual factors considered to have a leveraging or hindering impact on the effectiveness of leaderships on innovation capabilities are added as moderators. Using a sample of Chinese manufacturing SMEs, the findings reveal that transformational leaders promote both exploratory and exploitative innovations while transactional leaders only effectively encourage exploitative innovation. Findings also indicate that explorative innovation can lead to positive innovation performance, but not exploitative innovation. Moreover, reward philosophy is found to negatively moderate the transactional leadership-exploratory innovation link while entrepreneurial culture has a positive moderating effect on the relationship between transformational leadership and exploitative innovation.

AB - Drawing upon the resource-based view (RBV) and the dynamic capabilities (DC) perspective, a model that links leadership, innovation capability, and product innovation performance is presented in this paper. Besides, two contextual factors considered to have a leveraging or hindering impact on the effectiveness of leaderships on innovation capabilities are added as moderators. Using a sample of Chinese manufacturing SMEs, the findings reveal that transformational leaders promote both exploratory and exploitative innovations while transactional leaders only effectively encourage exploitative innovation. Findings also indicate that explorative innovation can lead to positive innovation performance, but not exploitative innovation. Moreover, reward philosophy is found to negatively moderate the transactional leadership-exploratory innovation link while entrepreneurial culture has a positive moderating effect on the relationship between transformational leadership and exploitative innovation.

M3 - Conference contribution

SP - 1246

EP - 1249

BT - ANZMAC Conference Proceedings

T2 - The 21st Australian and New Zealand Marketing Academy

Y2 - 2 December 2019 through 4 December 2019

ER -

Leadership, innovation capabilities, and SMEs’ innovation performance

Abstract

Conference

UN SDGs

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