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Unpacking the relationship between an innovation strategy and firm performance: The role of task conflict and political activity

  • Clercq, Dirk De
  • Menguc, Bulent
  • Auh, Seigyoung
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    This article adds to extant literature by examining the contingent effect of two cross-functional processes on the relationship between the use of an innovation strategy and firm performance, namely, task conflict and political activity. The authors examine the effects of these processes with a sample of 260 firms. The positive relationship between the use of an innovation strategy and firm performance is stronger for higher levels of cross-functional task conflict and lower levels of cross-functional political activity. Furthermore, the authors find support for a configurational hypothesis: the innovation strategy-firm performance relationship is strongest for the high task conflict/low political activity configuration and weakest for the low task conflict/high political activity configuration. The results unveil two important cross-functional mechanisms influencing the extent to which the benefits of an innovation strategy can be reaped.

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    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 62 (2009)
    Issue (Month): 11 (November)
    Pages: 1046-1053

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    Handle: RePEc:eee:jbrese:v:62:y:2009:i:11:p:1046-1053
    Contact details of provider: Web page: http://www.elsevier.com/locate/jbusres

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    1. Matsuo, Makoto, 2006. "Customer orientation, conflict, and innovativeness in Japanese sales departments," Journal of Business Research, Elsevier, vol. 59(2), pages 242-250, February.
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    4. Cooper, Marjorie J. & Gwin, Carol F. & Wakefield, Kirk L., 2008. "Cross-functional interface and disruption in CRM projects: Is marketing from Venus and information systems from Mars?," Journal of Business Research, Elsevier, vol. 61(4), pages 292-299, April.
    5. Griffin, Abbie. & Hauser, John R. & Griffin, Abbie, 1994. "Integrating R&D and marketing : a review and analysis of the literature," Working papers #112-94. Working paper (S, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    6. Vigoda, Eran & Cohen, Aaron, 2002. "Influence tactics and perceptions of organizational politics: a longitudinal study," Journal of Business Research, Elsevier, vol. 55(4), pages 311-324, April.
    7. Rose, Gregory M. & Shoham, Aviv & Neill, Stern & Ruvio, Ayalla, 2007. "Manufacturer perceptions of the consequences of task and emotional conflict within domestic channels of distribution," Journal of Business Research, Elsevier, vol. 60(4), pages 296-304, April.
    8. Simpson, Penny M. & Siguaw, Judy A. & Enz, Cathy A., 2006. "Innovation orientation outcomes: The good and the bad," Journal of Business Research, Elsevier, vol. 59(10-11), pages 1133-1141, October.
    9. Andrew H. Van de Ven, 1986. "Central Problems in the Management of Innovation," Management Science, INFORMS, vol. 32(5), pages 590-607, May.
    10. Noel Capon & John U. Farley & Scott Hoenig, 1990. "Determinants of Financial Performance: A Meta-Analysis," Management Science, INFORMS, vol. 36(10), pages 1143-1159, October.
    11. Rose, Gregory M. & Shoham, Aviv, 2004. "Interorganizational task and emotional conflict with international channels of distribution," Journal of Business Research, Elsevier, vol. 57(9), pages 942-950, September.
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