scholarly journals The Strategic Alignment between Service Innovation Strategy and Business Strategy: The Empirical Investigation and Implications for Firm Performance

2012 ◽  
Vol 13 (5) ◽  
pp. 113-138
Author(s):  
유현선 ◽  
Jae-Nam LEE
Keyword(s):  
Firm Performance ◽  
Business Strategy ◽  
Empirical Investigation ◽  
Strategic Alignment ◽  
Service Innovation ◽  
Innovation Strategy

scholarly journals Early Disclosure of Invention and Reduced Duplication: An Empirical Test

2020 ◽  
Vol 66 (6) ◽  
pp. 2677-2685 ◽  
Author(s):  
Sonja Lück ◽  
Benjamin Balsmeier ◽  
Florian Seliger ◽  
Lee Fleming
Keyword(s):  
Business Strategy ◽  
Empirical Investigation ◽  
Empirical Test ◽  
Firm Strategy ◽  
Innovation Strategy ◽  
European Patent ◽  
Negative Externalities ◽  
Technological Competition ◽  
Patent Applications ◽  
The U.S

Much work on innovation strategy assumes or theorizes that competition in innovation elicits duplication of research and that disclosure decreases such duplication. We validate this empirically using the American Inventors Protection Act (AIPA), three complementary identification strategies, and a new measure of blocked future patent applications. We show that AIPA—intended to reduce duplication, through default disclosure of patent applications 18 months after filing—reduced duplication in the U.S. and European patent systems. The blocking measure provides a clear and micro measure of technological competition that can be aggregated to facilitate the empirical investigation of innovation, firm strategy, and the positive and negative externalities of patenting. This paper was accepted by Joshua Gans, business strategy.

Human Resource Practices and Firm Performance in China: The Moderating Roles of Regional Human Capital Quality and Firm Innovation Strategy

2015 ◽  
Vol 11 (2) ◽  
pp. 237-261 ◽  
Author(s):  
Xiaobei Li ◽  
Xin Qin ◽  
Kaifeng Jiang ◽  
Sanbao Zhang ◽  
Fei-Yi Gao
Keyword(s):  
Human Capital ◽  
Firm Performance ◽  
Human Resource ◽  
Business Strategy ◽  
Innovation Strategy ◽  
Performance Study ◽  
Firm Level ◽  
Capital Theory ◽  
Hr Practices ◽  
Capital Development

ABSTRACTWe conducted two studies to investigate the contingent role of regional human capital quality (i.e., the knowledge, skills, and abilities of the collective workforce in a region) in the relationship between firm-level human resource (HR) practices (i.e., practices focusing on employees’ human capital development) and firm performance in China. Drawing upon human capital theory, we hypothesized that the human capital–enhancing HR practices and regional human capital quality have a substitutive effect on firm performance. Study 1 uses a World Bank survey of 9,125 firms in 30 provinces. We found that the human capital–enhancing HR practices relate more strongly to firm performance when regional human capital quality was lower than when it was higher. Study 2 used a sample of 203 firms across seven provinces. We found similar results. We further hypothesized and found that the substitutive effect of regional human capital quality was stronger when a firm adopted an innovation strategy. Our findings provide new evidence for the contingency perspective of strategic HR management and highlight the importance of matching HR practices with local labor quality conditions and the business strategy of the firm.

Performance Implications of Co-Alignment of Business and Technological Innovation Strategy

2003 ◽  
Vol 4 (4) ◽  
pp. 213-224 ◽  
Author(s):  
Sanjay Goel ◽  
Ángela González-Moreno ◽  
Francisco J. Sáez-Martínez
Keyword(s):  
Firm Performance ◽  
Technological Innovation ◽  
Business Strategy ◽  
Positive Relationship ◽  
Electronics Industry ◽  
Superior Performance ◽  
Business Strategies ◽  
Innovation Strategy ◽  
Versatile Tool

Since technology is a versatile tool that can be deployed strategically, the authors hypothesize that there are certain non-random combinations of technology and business strategy choices that lead to superior performance. Findings from a sample of SMEs in the Spanish electronics industry show that there is a positive relationship between a co-alignment of the two strategies (business and technological innovation) and firm performance. In practical terms, this study shows that although SMEs can achieve equally good performance with different business strategies, within every business strategy, entrepreneurs must emphasize different sets of technological innovation dimensions to outperform the competition.

Mediation and time-lag analyses of e-alignment and e-collaboration capabilities

2015 ◽  
Vol 115 (6) ◽  
pp. 1113-1131 ◽  
Author(s):  
Maomao Chi ◽  
Jing Zhao ◽  
Joey F. George
Keyword(s):  
Firm Performance ◽  
Business Strategy ◽  
Time Lag ◽  
Strategic Alignment ◽  
Business Strategies ◽  
Content Type ◽  
Lag Effects ◽  
Lag Effect ◽  
One Year ◽  
Selling Process

Purpose – Based on the literature of IT strategic alignment and e-collaboration, the purpose of this paper is to specify how e-business strategic alignment (e-alignment) influences e-collaboration capabilities and improves firm performance, and whether the time-lag effect existed in this relationship. Design/methodology/approach – The authors tested the research hypotheses using a field survey of 145 Chinese corporations. The research model was validated using SmartPLS 2.0 with both subjective and objective data collected from the survey and Oriana database. Findings – The results support the notion of a positive and significant link between e-alignment and e-collaboration capabilities and between e-collaboration capabilities and firm performance. The authors also show that the effect of e-alignment on performance is fully mediated by e-collaboration capabilities and that e-collaboration with suppliers has a one-year time-lag effect on firm performance. Research limitations/implications – This research extends and integrates the literature on IT strategic alignment and e-collaboration, and explains why and how e-alignment generates firm performance. Practical implications – This paper includes two implications for managers. First, when formulating e-business strategies, managers should focus on establishing e-collaboration capabilities with partners. Second, the downstream process is the direct sources of business value. Managers should take the establishment of e-selling process as a critical business strategy. Originality/value – By focussed on intermediate factors and time-lag effects, this study provides significant implications for IT strategic alignment and e-collaboration literature.

Business strategy, performance appraisal and organizational results

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Bayo-Moriones ◽  
Jose Enrique Galdon-Sanchez ◽  
Sara Martinez-de-Morentin
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
Performance Appraisal ◽  
Competitive Strategy ◽  
Management Practices ◽  
Robust Regression ◽  
Innovation Strategy ◽  
Content Type ◽  
The Impact ◽  
Developmental Performance

PurposeThe purpose of this study is to analyze how the design of performance appraisal is influenced by the competitive strategy of the firm. Then, this paper examines if the alignment between appraisal and strategy impacts firm performance.Design/methodology/approachThe study sample includes 258 Spanish firms in the manufacturing and services sectors. This information was gathered through questionnaires addressed to the CEO and the senior human resources manager. Several econometric models are estimated, using robust regression analysis and including a set of relevant control variables.FindingsA positive relationship is found between an innovation strategy and developmental performance appraisal. A cost strategy has a negative impact on the adoption of developmental performance appraisal. The findings also confirm that firms with a quality strategy and developmental appraisal have higher performance. In addition, firms adopting an innovation strategy and administrative appraisal enjoy higher return of equity.Research limitations/implicationsFuture research should analyze the dynamics of the relationships between appraisal, strategy and performance to rule out the flaws of cross-sectional data. Another potential extension is the analysis of the interactions of the design of other human resources management practices with both competitive strategy and firm performance.Practical implicationsFirms can improve performance by aligning performance appraisal design with strategy. Those with an innovation strategy should choose administrative appraisal, and those competing on quality should focus on developmental appraisal.Originality/valueThis paper compares the theoretical recommendations on performance appraisal for different competitive strategies, what firms actually do, and the impact that the alignment between appraisal and strategy has on firm performance.

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