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Process innovativeness in technology services organizations: Roles of differentiation strategy, operational autonomy and risk‐taking propensity
Author(s) -
Das Sidhartha R.,
Joshi Maheshkumar P.
Publication year - 2007
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2006.05.011
Subject(s) - autonomy , business , process (computing) , marketing , industrial organization , computer science , political science , law , operating system
Abstract This paper examines the effect of differentiation strategy on process innovativeness in technology services organization (TSOs). In addition it examines the direct and moderating effects of two organizational constructs— operational autonomy and risk‐taking propensity . Analysis of data from 102 firms in the mid‐Atlantic region of the USA indicates that both differentiation strategy and operational autonomy are positively related with process innovativeness, while an organization's risk‐taking propensity has no such relationship. In addition, operational autonomy moderates the relationship between differentiation strategy and process innovativeness, while no evidence was found for the moderating effect of risk‐taking propensity on this relationship. Further sub‐group analysis shows that in TSOs with high levels of operational autonomy, risk‐taking propensity has a positive moderating effect on the above relationship. Post hoc analysis also establishes positive links among process innovativeness and firm performance.