Crafting firm competencies to improve innovative performance
By: LOKSHIN, Boris
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Contributor(s): GILS, Anita Van | BAUER, Eva.
Material type: 
ArticlePublisher: Oxford : Elsevier, june2009European Management Journal 27, 3, p. 187-196Abstract: Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed in the fast moving consumer goods industry suggest that firms that craft organizational competencies such as improving team cohesiveness and providing slack time to foster creativity do not directly improve their innovative performance. However, those firms that successfully combine customer, technological and organizational competencies will create more innovations that are new to the market.
Recent interdisciplinary research suggests that customer and technological competencies have a direct, unconditional effect on firms innovative performance. This study extends this stream of literature by considering the effect of organizational competencies. Results from a survey-research executed in the fast moving consumer goods industry suggest that firms that craft organizational competencies such as improving team cohesiveness and providing slack time to foster creativity do not directly improve their innovative performance. However, those firms that successfully combine customer, technological and organizational competencies will create more innovations that are new to the market.
Firm competencies; Radical and incremental product innovation; Team cohesiveness
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