Table 2 - uploaded by Poh Kam Wong
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Context 1
... broad industry sectors were used as control variables, namely electronics, chemicals, machinery and equipment, metal and mineral products, and a combined sector comprising food, textile, wood and paper products (Table 2). However, since these industry controls may not catch the technological dynamism of different markets, OECD's (1996) definition of technology classes (Table 3) was also used as an alternative control measure. ...
Context 2
... Table 2 about here Insert Table 3 about here The distributions of the full sample (517 firms) and the innovating sample (206 firms) by technology classes are presented in Table 4. As expected, the high technology sector has the highest proportion of innovating firms (67.6%), followed by medium-high technology sector (48.2%), etc. Table 5 shows that foreign subsidiaries have a higher proportion of innovating firms, and among the foreign subsidiaries, Japanese firms have the lowest innovating ratio. ...
Context 3
... reduce the number of variables to be compared, two reduced factors, which can be interpreted to correspond with organizational policies towards innovation and individual attitudes towards innovation, were extracted from factor analysis ( Table 19). As the ANOVA results in Table 20 show, significant mean differences in both of these two factors across the four groups are found, in the following descending order: ambidextrous firms, explorative firms, firms with no- emphasis and exploitative firms. The overall F tests indicate that ambidextrous firms are indeed more likely to have both a more conducive organizational policy environment for innovation as well as more favorable attitudes embodied in management and employees. ...
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Citations
... Firms especially that are knowledge-intensive emphasize significantly allocating resources and their capacity to foster innovation activities. Corporate innovation positively influences the firm's performance (He & Wong, 2004;Smith & Tushman, 2005). Corporate innovation is also considered a significant contributor to economic development (Kong, Wang & Zhang, 2020). ...
The basic purpose of this research is to determine the influence of corporate innovation on abnormal stock returns; additionally, it examined the effect of noise trading & market sentiment on the stock returns of innovative firms. The study utilized the data of 06 years from 2013 to 2018 of S&P 100 firms and employed the data of patents and citations to measure corporate innovation. The results confirmed the value relevance hypothesis that corporate innovation acts as a resource to enable a firm to get positive abnormal returns in the capital market. Our results also remained consistent when we introduced investors' sentiments to our analysis and found out that in the presence of noise trading and investors' biasedness, the abnormal stock returns of innovative firms remained positive. This study will shed light on the role of corporate innovation in finance and motivate stakeholders to encourage innovation in firms. Moreover, we also hope to provide an insight for investors to consider innovation while formulating their investment decisions.
... Prior research indicates that firms often exhibit this tendency towards simplicity (Miller, 1990; Miller and Chen, 1993). The concept of core rigidities can provide an additional perspective on simplicity (He and Wong, 2004). As suggested by Leonard-Barton (1995), every core capability also has an inherent core rigidity. ...
The concept of 'simplicity' (Miller, 1993) in strategy making suggests a preoccupation with a single goal, strategic activity, or function. Prior research indicates that simplicity may, under certain conditions, benefit firm performance, but it may also limit an organization's perspective and blind it to the breadth and variety it needs to sustain its success. This field study investigates the role of simplicity as a moderator of strategy-performance relationships. Using moderated hierarchical regression analysis, simplicity was found to enhance performance among firms using cost leadership and focus strategies among a sample of 32 firms. The findings suggest that the strategy making styles and practices of strategic managers influence the character of the whole organization and often have an important impact on organizational outcomes. Copyright Blackwell Publishing Ltd 2006.
