Premium
Environment, organization, and innovation: how entrepreneurial decisions affect innovative success
Author(s) -
Leiblein Michael J.
Publication year - 2007
Publication title -
strategic entrepreneurship journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 5.061
H-Index - 46
eISSN - 1932-443X
pISSN - 1932-4391
DOI - 10.1002/sej.9
Subject(s) - citation , entrepreneurship , affect (linguistics) , state (computer science) , library science , management , sociology , marketing , business , political science , economics , computer science , law , communication , algorithm
The conceptual and practical importance of innova-tion is well-recognized. At least since the Nobel Prize winning work of Robert Solow, it has been acknowledged that innovation is a major driving force in economic growth and social development (Solow, 1957). Existing work has also shown rela-tionships at the rm level between innovative inputs such as RD Hall, Jaffe, and Tratjenberg, 2005), outputs such as new product introductions and pro tability (e.g., Geroski, Machin, and Van Reenen, 1993), and the frequency of innovation and the persistence of superior pro tability (e.g., Roberts, 1999). In addi-tion to contributing to industrial growth and bene t-ing society, innovation is an important source of competitive advantage.Although a large body of research on innova-tion exists in industrial organization, organization theory, sociology, and strategic management, we still know relatively little about how innovative oppor-tunities are identi ed or created. This commentary presents a simple conceptual model through which strategic entrepreneurship research may address this gap in the literature. This model links recent work that emphasizes the different processes used to recognize, discover, or create innovative oppor-tunities (e.g., Littlechild, 1986; Sarasvathy