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Crafting firm competencies to improve innovative performance

  • Lokshin, Boris
  • Gils, Anita Van
  • Bauer, Eva

Summary Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms' innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed in the fast moving consumer goods industry suggest that firms that craft organizational competencies - such as improving team cohesiveness and providing slack time to foster creativity - do not directly improve their innovative performance. However, those firms that successfully combine customer, technological and organizational competencies will create more innovations that are new to the market.

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Article provided by Elsevier in its journal European Management Journal.

Volume (Year): 27 (2009)
Issue (Month): 3 (June)
Pages: 187-196

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Handle: RePEc:eee:eurman:v:27:y:2009:i:3:p:187-196
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  1. Fritsch, Michael & Lukas, Rolf, 1998. "Who Cooperates on R&D?," Freiberg Working Papers 1998,12, TU Bergakademie Freiberg, Faculty of Economics and Business Administration.
  2. Abbie Griffin & John R. Hauser, 1992. "Patterns of Communication Among Marketing, Engineering and Manufacturing---A Comparison Between Two New Product Teams," Management Science, INFORMS, vol. 38(3), pages 360-373, March.
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  4. David J. Teece, 1980. "The Diffusion of an Administrative Innovation," Management Science, INFORMS, vol. 26(5), pages 464-470, May.
  5. Tether, Bruce S., 2002. "Who co-operates for innovation, and why: An empirical analysis," Research Policy, Elsevier, vol. 31(6), pages 947-967, August.
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  8. Gentile, Chiara & Spiller, Nicola & Noci, Giuliano, 2007. "How to Sustain the Customer Experience:: An Overview of Experience Components that Co-create Value With the Customer," European Management Journal, Elsevier, vol. 25(5), pages 395-410, October.
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