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According to the strategy,innovation,and knowledge-based literatures,the notion that SMEs canenhance their innovation ability by developing knowledge resources has become important for achievingcompetitive advantage and long-term survival.Building upon theoretical work on the knowledge-basedview and innovation management literature,this research examines how the management innovationrelated to radical innovation and how knowledge resources and management innovation influences onbusiness practices and these effects differ across context of an economy.
The conceptual model was developed and aims to answer three important questions.RQI:What is the relationship between management innovation and radical innovation?RQ2:How does thisrelationship mediate between the development of company resources and business performance?RQ3:What is the impact of the economic environment(developed vs.developing economy)on the relationshipsbetween resources,management innovation,radical innovation and performance?This study examines the fourknowledge resources:humanware(employeesknowledge and learning),techware(technological skills andknowledge),infoware(information management)and orgware(organizations values and norms)thatimpact a firms management innovation and radical innovation and affects the success of SMEs.
The model is tested with data collected from British high technology SMEs andChinese high technology SMEs.The empirical result for the UK dataset shows that humanware and techwarecontributed to the development of management innovation.The result specified that management innovation is an antecedent to radical innovation.The results also found that the indirect effects ofinfoware and orgware on performance occur through management innovation.The Chinese dataset showsthat techware and orgware are antecedents for the management innovation,which in tum are antecedents toradical innovation and business performance.Humanware and infoware have an indirect impact on businessperformance by facilitating management innovation that in tum fosters business performance.The results showthat management innovation is important for a developed country,meanwhile for a developing country radicalinnovation is important.
The evidence shows that management innovation is the mediator for the developed country and not forthe developing country.Therefore,this finding concludes that the innovation model in the developed countryis not applicable for the developingcountry.
This research has noteworthy implications for both researchers and practitioners by(1)Providingguidelines for high-technology SMEs in developed and developing countries about knowledge resources,management innovation,radical innovation and firmsbusiness performance,(2)The innovation literatureneeds to consider empirically how knowledge resources enhance radical innovation and performance whenmanagement innovation is implemented and(3)Indicating that the most important manifestation of thedifferent knowledge resources leads to the success of management innovation for SME success in the high-technology industry.Limitations in current research may create avenues for future research in terms of numberof countries,companies,methodologies,innovation types and resources.
The conceptual model was developed and aims to answer three important questions.RQI:What is the relationship between management innovation and radical innovation?RQ2:How does thisrelationship mediate between the development of company resources and business performance?RQ3:What is the impact of the economic environment(developed vs.developing economy)on the relationshipsbetween resources,management innovation,radical innovation and performance?This study examines the fourknowledge resources:humanware(employeesknowledge and learning),techware(technological skills andknowledge),infoware(information management)and orgware(organizations values and norms)thatimpact a firms management innovation and radical innovation and affects the success of SMEs.
The model is tested with data collected from British high technology SMEs andChinese high technology SMEs.The empirical result for the UK dataset shows that humanware and techwarecontributed to the development of management innovation.The result specified that management innovation is an antecedent to radical innovation.The results also found that the indirect effects ofinfoware and orgware on performance occur through management innovation.The Chinese dataset showsthat techware and orgware are antecedents for the management innovation,which in tum are antecedents toradical innovation and business performance.Humanware and infoware have an indirect impact on businessperformance by facilitating management innovation that in tum fosters business performance.The results showthat management innovation is important for a developed country,meanwhile for a developing country radicalinnovation is important.
The evidence shows that management innovation is the mediator for the developed country and not forthe developing country.Therefore,this finding concludes that the innovation model in the developed countryis not applicable for the developingcountry.
This research has noteworthy implications for both researchers and practitioners by(1)Providingguidelines for high-technology SMEs in developed and developing countries about knowledge resources,management innovation,radical innovation and firmsbusiness performance,(2)The innovation literatureneeds to consider empirically how knowledge resources enhance radical innovation and performance whenmanagement innovation is implemented and(3)Indicating that the most important manifestation of thedifferent knowledge resources leads to the success of management innovation for SME success in the high-technology industry.Limitations in current research may create avenues for future research in terms of numberof countries,companies,methodologies,innovation types and resources.