Abstract
This article adds to extant literature by examining the contingent effect of two cross-functional processes on the relationship between the use of an innovation strategy and firm performance, namely, task conflict and political activity. The authors examine the effects of these processes with a sample of 260 firms. The positive relationship between the use of an innovation strategy and firm performance is stronger for higher levels of cross-functional task conflict and lower levels of cross-functional political activity. Furthermore, the authors find support for a configurational hypothesis: the innovation strategy-firm performance relationship is strongest for the high task conflict/low political activity configuration and weakest for the low task conflict/high political activity configuration. The results unveil two important cross-functional mechanisms influencing the extent to which the benefits of an innovation strategy can be reaped.
Original language | English (US) |
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Pages (from-to) | 1046-1053 |
Number of pages | 8 |
Journal | Journal of Business Research |
Volume | 62 |
Issue number | 11 |
DOIs | |
State | Published - Nov 2009 |
Externally published | Yes |
Keywords
- Innovation strategy
- Political activity
- Strategy implementation
- Task conflict
ASJC Scopus subject areas
- Marketing