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CEO characteristics and the Doing-Using-Interacting mode of innovation: a new upper echelons perspective

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  • Tatjana Bennat
  • Rolf Sternberg

Abstract

Little is known about how, and through which characteristics, CEO effects DUI mode innovation activities in SMEs. Thus, we connect the DUI mode concept with business management research and use data from 40 qualitative interviews in German non-R&D-based, but innovative SMEs. Applying the upper echelon concept as an analytical framework our results show that the CEO acts as an important moderator and mediator between DUI learning mechanism and innovation performance. In particular CEO’s values and cognitive base may help to increase innovation activities of the employees. Our paper is the first that empirically applies CEO’s psychological attributes of the upper-echelons concept to DUI innovations in non-R&D SMEs. We have developed a new version of the upper echelons model as well as hypotheses gained from the qualitative data analysis that are ready to be tested with quantitative procedures to improve the upper echelons theory concerning DUI-led innovation processes in SMEs.

Suggested Citation

  • Tatjana Bennat & Rolf Sternberg, 2022. "CEO characteristics and the Doing-Using-Interacting mode of innovation: a new upper echelons perspective," Industry and Innovation, Taylor & Francis Journals, vol. 29(10), pages 1202-1230, November.
    • Handle: RePEc:taf:indinn:v:29:y:2022:i:10:p:1202-1230
    DOI: 10.1080/13662716.2022.2090319
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    Cited by:

    1. Chapman, Gary & Hottenrott, Hanna, 2023. "Founder personality and start-up subsidies," ZEW Discussion Papers 23-008, ZEW - Leibniz Centre for European Economic Research.

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