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Rewards and Innovation Performance in Manufacturing Small and Medium Enterprises (SMEs). SUSTAINABILITY 2022. [DOI: 10.3390/su14031737] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
The study investigated types of rewards SMEs offered to intrapreneurs and how these (rewards) contribute to innovation performance (IP). A questionnaire was administered to a sample of 300 SME owner-managers from the industrial spatial distribution areas of Kwa-Zulu Natal province in South Africa. Results show that besides a regular salary offered by 99.5% of the SMEs, fewer than 37.1% of them paid other forms of rewards. The empirical findings show that rewards had an influence on innovation performance. From the 17 rewards awarded to intrapreneurs by SMEs, only “promotion within organisation” and “monetary bonus rewards” had a positive and significant influence on innovation performance. Four other rewards had a significant but negative influence on IP. Rewards are an important tool to encourage crowdsourcing intrapreneurial contribution to IP. Rewards should therefore be strategically selected given the limited financial resources in SMEs. The importance of this study is its focus on SMEs, which are characterised by limited information on the effect of rewards on innovation performance, as well as the efficiency driven economic setting, normally not characterised by “innovation performance”. The study also shows how IP can be crowdsourced through appropriate rewards.
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Hundschell A, Razinskas S, Backmann J, Hoegl M. The effects of diversity on creativity: A literature review and synthesis. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2021. [DOI: 10.1111/apps.12365] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Andreas Hundschell
- Institute for Leadership and Organization, LMU Munich School of Management Ludwig‐Maximilians‐Universität München Munich Germany
| | - Stefan Razinskas
- Department of Management, School of Business and Economics Freie Universität Berlin Berlin Germany
| | - Julia Backmann
- UCD Michael Smurfit School of Business University College Dublin Dublin Ireland
| | - Martin Hoegl
- Institute for Leadership and Organization, LMU Munich School of Management Ludwig‐Maximilians‐Universität München Munich Germany
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Batt-Rawden VH, Lien G, Slåtten T. Team learning capability – an instrument for innovation ambidexterity? INTERNATIONAL JOURNAL OF QUALITY AND SERVICE SCIENCES 2019. [DOI: 10.1108/ijqss-02-2019-0026] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe aim of this paper is to develop the concept of team learning capability in professional service firms. Thereafter, to examine the effect of team learning capability on innovation ambidexterity. The aspects of exploitive and explorative knowledge creation in teams and its impact on incremental and radical service innovation are in focus.Design/methodology/approachStructural equation modelling was applied to establish reliability and validity and measure the size of relationships. Evidence is drawn upon an empirical sample of 210 consultants in the professional service industry.FindingsThe findings support the concept of team learning capability and reveal that team learning capability consists of relationship learning in teams, trusting team climate and employee commitment. The results indicate a strong positive relationship between team learning capability and innovation ambidexterity in professional service firms.Originality/valueThis study is the first to offer an empirical-based and contextualized framework for team learning capabilities and a valid measure.
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