{"title":"Validating the rapid validity testing concept across regions","authors":"Birgit Peña Häufler, Dietfried Globocnik, Søren Salomo, Paola Landaeta Saldías","doi":"10.1111/caim.12606","DOIUrl":null,"url":null,"abstract":"<p>Empirical studies in innovation management often draw on data collected in particular regions, mostly in Western economies, and imply universal applicability of the findings across regions. Given the relevance of innovation for economic progress and structural and cultural differences among regions, there is surprisingly little knowledge available on whether the knowledge developed from Western firms can be transferred to emerging economies. This dearth of knowledge is especially notable for the early phases of innovation processes. Rapid iterations between knowledge creation and learning are critical at the front end of innovation (FEI), a phase that, in turn, is crucial for innovation success. In a recently published article, Peña Häufler and co-authors developed the concept of rapid validity testing (RVT) and found support for its positive relation with innovation performance. Since the authors draw on a sample of Western firms, we explore whether the concept of RVT and its performance relevance remain valid across regional contexts. The data for this study stem from a sample of 1625 respondents from 232 firms in Europe and Latin America. Our findings advance our understanding of innovation management practices in different contexts, informing future research on the approach and relevance of assessing the effect of different contexts on central measures for improving innovative capabilities.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2024-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12606","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12606","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
Empirical studies in innovation management often draw on data collected in particular regions, mostly in Western economies, and imply universal applicability of the findings across regions. Given the relevance of innovation for economic progress and structural and cultural differences among regions, there is surprisingly little knowledge available on whether the knowledge developed from Western firms can be transferred to emerging economies. This dearth of knowledge is especially notable for the early phases of innovation processes. Rapid iterations between knowledge creation and learning are critical at the front end of innovation (FEI), a phase that, in turn, is crucial for innovation success. In a recently published article, Peña Häufler and co-authors developed the concept of rapid validity testing (RVT) and found support for its positive relation with innovation performance. Since the authors draw on a sample of Western firms, we explore whether the concept of RVT and its performance relevance remain valid across regional contexts. The data for this study stem from a sample of 1625 respondents from 232 firms in Europe and Latin America. Our findings advance our understanding of innovation management practices in different contexts, informing future research on the approach and relevance of assessing the effect of different contexts on central measures for improving innovative capabilities.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.