Session 273

From Internal Resources to Customer Needs

Track I

Date: Tuesday, September 23, 2014


Time: 08:00 – 09:15


Room: Lisboa

Session Chair:

  • Pinar Ozcan, University of Warwick

Title: Innovation as Value Creation: Unveiling the Microfoundations of Resource-Customer Interaction for Strategy Studies


  • Paola Cillo, Bocconi University
  • Gianmario Verona, Bocconi University
  • Paola Zanella, Bocconi University

Abstract: We develop a model of resource-customer interaction for ideating, developing, and diffusing innovations. Innovation is a critical phenomenon for value creation. While accounts of resources and competences for innovation abound, we lack an understanding of the strategic and organizational actions firms take to increase consumers’ willingness-to-pay. As a consequence, we lack a coherent integration of the producer- and demand- sides of strategy, an integration that would allow us to fully understand how to create value by connecting resources to customers. Our extensive review of the Consumer Behavior, Marketing, and Strategic Management literatures identifies and presents the extant schools of thought, unveils specific prescriptions on the innovation process, and integrates these findings into a set of propositions. We also discuss the implications of a demand-based perspective (see Priem, 2007) for Strategic Management.

Title: Organizing for Innovation: The Varying Needs of Supply-Side and Demand-Side Search


  • Alexander Zimmermann, University of St. Gallen
  • Laura B. Cardinal, University of South Carolina

Abstract: Successful innovation requires distinct types of search in different domains. However, we know little about how an organizational context can accommodate varying search processes. Based on a Qualitative Comparative Analysis (QCA) of 15 work units at three major corporations, we find that a work unit’s formal structure and informal culture appear to be associated with exploitation or exploration in the technology-oriented supply-side search domain, while its target system and monitoring system are associated with different search types in the market-oriented demand-side domain. Our findings allow us to contribute to search theory by providing insights on how different search types may be accommodated across search domains. Furthermore, we contribute to nascent organizational ambidexterity research by introducing organizational-level antecedents for cross-functional ambidexterity.

Title: Resource-Based and Demand-Side Drivers of Resource Value in Innovation Projects


  • Thomas Keil, University of Zurich
  • Konstantinos Kostopoulos, University of Piraeus
  • Evangelos Syrigos, University of Zurich

Abstract: Resource value is among the most debated concepts in the resource-based theory. In this paper, we refine and test recent arguments that resource value is a function of a resource’s ex ante standalone value, the presence of complementary resources, and demand-side factors using a dataset of all new patented molecules by the 38 largest pharmaceutical corporations in the US market during 1980-1990. We find a positive direct effect of standalone technological value of a new patented molecule on the likelihood to enter clinical trials. We further find that the level of demand and the firm’s position in the therapeutic class positively moderate the relationship between standalone technological value and the likelihood of entering clinical trials, whereas the scientific and technological strengths negatively moderate this relationship.

Title: What Drives Organizational Innovativeness? A Meta-Analytic Review of Strategic Orientations


  • Priscilla Sarai Kraft, University of Giessen
  • Andreas Bausch, University of Giessen

Abstract: Due to the growing importance of organizational innovativeness as a source of competitive advantage, the impact of a firm’s strategic orientations on innovativeness has been subject of extensive research. However, empirical findings have revealed inconsistent and fragmented results. Therefore, our understanding of how organizations can successfully foster innovativeness remains limited. Hence, the aim of this study is to quantitatively synthesize empirical findings of the relationships between strategic orientations (market orientation, learning orientation and entrepreneurial orientation) and innovativeness from over 20 years of research through meta-analytic methods supplemented by multivariate analyses. Drawing on our preliminary results from 40 studies, covering 12,437 firms, we find overall significant positive relationships which are influenced by moderating factors, indicating e.g., that strategic orientations enhance different stages of the innovation process.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 278: Routines: Theoretical and Empirical Advancements and Avenues for Future Research
Sun: 09:30 – 10:45
Session 463: Big Data: Revolutionizing Innovation and Competition
Sun: 11:15 – 12:30
Session 464: Foundations Session: A conversation with Michael Tushman on Leadership, Innovation and Strategic Change
Sun: 15:45 – 17:00
Session 270: Innovation in MNCs and Global Networks
Session 275: Open Innovation: Outcomes and antecedents
Sun: 17:15 – 18:30
Session 605: Knowledge and Innovation IG Business Meeting
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 274: Incumbents, Radical Innovations and Disruptive Technologies
Mon: 11:00 – 12:15
Session 276: Organizational Learning
Session 277: Learning From Others
Session 372: The Challenges of Global Operations: Managing R&D and Complexity
Session 423: Alliances and Innovation Performance
Mon: 14:45 – 16:00
Session 265: Learning, Search, Slack: The behavioral theory revisited
Session 269: Knowledge Flows: Transfer, sharing and replication
Mon: 16:30 – 17:45
Session 254: Conversations about Knowledge
Session 257: Spin offs, Venture Capital and Entrepreneurship
Tue: 08:00 – 09:15
Session 259: Institutionalizing Innovation: Norms, status and legitimacy issues
Session 273: From Internal Resources to Customer Needs
Session 383: Globalization of R&D: Implications for Learning and Innovation
Tue: 11:00 – 12:15
Session 267: The Role of Individuals in Innovation
Session 272: Research and Development: Antecedents and outcomes
Session 361: Creativity and Innovation
Session 469: M&As and Innovation
Tue: 15:30 – 16:45
Session 262: Networks of Innovators
Session 263: Innovation Models in Emerging Economies
Tue: 17:15 – 18:30
Session 255: Exploration and Exploitation
Session 256: Organizing for Open Innovation
Session 261: Practices and Processes for Innovation

Strategic Management Society