Pro-innovation culture,ambidexterity and new product development performance: Polynomial regression and response surface analysis |
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Institution: | 1. Graduate School of Management of Technology, Sogang University, BW616, Baekbum-Ro, Mapo-Gu, Seoul, 121-742, Republic of Korea;2. School of Business Administration, Ulsan National Institute of Science and Technology, 100 Banyeon-Ri, Ulju-Gun, Ulsan Metropolitan-City, 689-798, Republic of Korea;3. School of Business Administration, University of Missouri-St. Louis, USA |
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Abstract: | This study examines the intervening role of organizational ambidexterity in the relationship between pro-innovation culture and new product development (NPD) performance. The results indicate that organizational ambidexterity positively mediates the relationship between pro-innovation culture and NPD performance. The results show that when both exploration and exploitation are increased simultaneously, after an initial decline, NPD performance shows a rising trend. NPD performance tends to decline generally when there is an imbalance between the two though the plateau is at a point where exploitation is slightly higher than exploration. Additionally, pro-innovation culture can increase the gap between exploration and exploitation for exploration-oriented firms, which can lower their NPD performance. Overall, this study contributes to a deeper understanding of the underlying mechanisms that explain why firms with pro-innovation culture have higher NPD performance. Further, it enhances our understanding of the role of pro-innovation culture as an organizational context for building organizational ambidexterity, and provides new insights that can help reconcile the combined and balanced views of ambidexterity in enhancing NPD performance. |
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Keywords: | Pro-innovation culture Ambidexterity New product development performance Polynomial regression Response surface analysis |
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