Unpacking the relationship between an innovation strategy and firm performance: The role of task conflict and political activity
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.
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Richard A. Bettis & Vijay Mahajan, 1985. "Risk/Return Performance of Diversified Firms," Management Science, INFORMS, vol. 31(7), pages 785-799, July.
- Kellermanns, Franz W. & Eddleston, Kimberly A., 2007. "A family perspective on when conflict benefits family firm performance," Journal of Business Research, Elsevier, vol. 60(10), pages 1048-1057, October.
- Andrew H. Van de Ven, 1986. "Central Problems in the Management of Innovation," Management Science, INFORMS, vol. 32(5), pages 590-607, May.
- 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.
- 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.
- 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.
- Matsuo, Makoto, 2006. "Customer orientation, conflict, and innovativeness in Japanese sales departments," Journal of Business Research, Elsevier, vol. 59(2), pages 242-250, February.
- 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.
- 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.
- 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.
- 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.
When requesting a correction, please mention this item's handle: RePEc:eee:jbrese:v:62:y:2009:i:11:p:1046-1053. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.