Online from: 1998
Subject Area: Enterprise and Innovation
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||The link between non-technological innovations and technological innovation|
|Author(s):||Caroline Mothe, (IREGE, Research Institute in Economics and Management, University of Savoie, Annecy le Vieux, France), Thuc Uyen Nguyen Thi, (CEPS/INSTEAD, International Network for Studies in Technology, Environment, Alternatives, Development, Differdange, Luxembourg)|
|Citation:||Caroline Mothe, Thuc Uyen Nguyen Thi, (2010) "The link between non-technological innovations and technological innovation", European Journal of Innovation Management, Vol. 13 Iss: 3, pp.313 - 332|
|Keywords:||Corporate strategy, Innovation, Luxembourg, Organizational performance, Organizations|
|Article type:||Research paper|
|DOI:||10.1108/14601061011060148 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This paper aims to provide evidence of the major role of non-technological activities in the innovation process. It seeks to highlight the effects of marketing and organizational innovation strategies on technological innovation performance.
Design/methodology/approach – The paper tests theoretical hypotheses on a sample of 555 firms of the Fourth Community Innovation Survey (CIS 4) in 2006 in Luxembourg. Data are analyzed through a generalized Tobit model.
Findings – Evidence is found to support the impact of innovation in the marketing and organization fields on a firm's capacity to innovate, but not on the innovative performance. The paper also statistically shows that the effects of non-technological innovation differ depending on the phase of the innovation process.
Research limitations/implications – The causal link and the question of time frame between the various innovations could be further investigated, especially through longitudinal studies. Further research should also focus on the differences between large versus small firms, and service versus industrial firms.
Practical implications – The effects of non-technological innovation are not the same according to whether the firm is in the first step of the innovation process (i.e. being innovative), or in a later step (i.e. innovative performance). Managers should be aware of these various effects in order to efficiently adopt non-technological innovation strategies.
Originality/value – Few works have taken into account the role of other innovative strategies such as marketing and organization. As far as is known, this is the first study based on recent CIS data that looks at the interrelations between different types of innovation.
To purchase this item please login or register.
Complete and print this form to request this document from your librarian