作为战略回应的数字创新：拥有非正式权力的CEO如何处理不一致的绩效反馈

IF 13.3 1区管理学 Q1 BUSINESS

Technological Forecasting and Social Change Pub Date : 2025-09-26 DOI:10.1016/j.techfore.2025.124354

Weiwei Wu , Xue Li , Yexin Liu , Yanggi Kim

{"title":"作为战略回应的数字创新：拥有非正式权力的CEO如何处理不一致的绩效反馈","authors":"Weiwei Wu , Xue Li , Yexin Liu , Yanggi Kim","doi":"10.1016/j.techfore.2025.124354","DOIUrl":null,"url":null,"abstract":"<div><div>Digital innovation has emerged as a crucial organizational strategy. Existing research on the antecedents of digital innovation often overlooks its inherent attributes as strategic response. According to the behavior theory of firm (BTOF), managers perceive and assessment from performance feedback and thereby critically shape organizational responses. This subjectivity means that managerial cognition fundamentally influences how performance feedback is understood and acted upon. Thus, this study explores how CEO informal power—to interpret inconsistent feedback—influences the impact of inconsistent feedback (that is, negative feedback and positive prospects) on digital innovation. Using Chinese manufacturing firms during 2015–2020, this study revealed that firms engage in less digital innovation as a response to inconsistent feedback when the firm's CEO has more prestige power or expert power. Further, the negative impact of the CEO prestige power on the relationship between inconsistent feedback and digital innovation is greater when CEO expert power is high. This study highlights the significance of individual-level mechanisms within the BTOF framework. It also advances BTOF in backward-and forward-looking reference points research and heterogeneity in performance feedback. Besides, it contributes to the literature on digital innovation as strategic response behavior by identifying the driving mechanism of organizational adaptation.</div></div>","PeriodicalId":48454,"journal":{"name":"Technological Forecasting and Social Change","volume":"221 ","pages":"Article 124354"},"PeriodicalIF":13.3000,"publicationDate":"2025-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Digital innovation as strategic response: How CEO with informal power deal with inconsistent performance feedback\",\"authors\":\"Weiwei Wu , Xue Li , Yexin Liu , Yanggi Kim\",\"doi\":\"10.1016/j.techfore.2025.124354\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><div>Digital innovation has emerged as a crucial organizational strategy. Existing research on the antecedents of digital innovation often overlooks its inherent attributes as strategic response. According to the behavior theory of firm (BTOF), managers perceive and assessment from performance feedback and thereby critically shape organizational responses. This subjectivity means that managerial cognition fundamentally influences how performance feedback is understood and acted upon. Thus, this study explores how CEO informal power—to interpret inconsistent feedback—influences the impact of inconsistent feedback (that is, negative feedback and positive prospects) on digital innovation. Using Chinese manufacturing firms during 2015–2020, this study revealed that firms engage in less digital innovation as a response to inconsistent feedback when the firm's CEO has more prestige power or expert power. Further, the negative impact of the CEO prestige power on the relationship between inconsistent feedback and digital innovation is greater when CEO expert power is high. This study highlights the significance of individual-level mechanisms within the BTOF framework. It also advances BTOF in backward-and forward-looking reference points research and heterogeneity in performance feedback. Besides, it contributes to the literature on digital innovation as strategic response behavior by identifying the driving mechanism of organizational adaptation.</div></div>\",\"PeriodicalId\":48454,\"journal\":{\"name\":\"Technological Forecasting and Social Change\",\"volume\":\"221 \",\"pages\":\"Article 124354\"},\"PeriodicalIF\":13.3000,\"publicationDate\":\"2025-09-26\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Technological Forecasting and Social Change\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0040162525003853\",\"RegionNum\":1,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Technological Forecasting and Social Change","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0040162525003853","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}

引用次数: 0

摘要

数字创新已经成为一项至关重要的组织战略。现有的关于数字创新前因的研究往往忽略了其作为战略响应的内在属性。根据企业行为理论（BTOF），管理者从绩效反馈中感知和评估，从而批判性地塑造组织的反应。这种主观性意味着管理认知从根本上影响绩效反馈的理解和行动。因此，本研究探讨了CEO非正式权力（解释不一致反馈）如何影响不一致反馈（即负面反馈和积极前景）对数字创新的影响。本研究以2015-2020年的中国制造业企业为研究对象，发现当企业CEO拥有更多的威望权力或专家权力时，企业对不一致的反馈做出的回应是，企业参与数字创新的程度较低。此外，当CEO专家权力高时，CEO威望权力对不一致反馈与数字创新关系的负面影响更大。本研究强调了在BTOF框架下个人层面机制的重要性。它还推进了BTOF在向后和前瞻性参考点研究以及绩效反馈的异质性方面的研究。此外，通过识别组织适应的驱动机制，为数字化创新作为战略响应行为的文献研究做出了贡献。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

查看原文本刊更多论文

Digital innovation as strategic response: How CEO with informal power deal with inconsistent performance feedback

Digital innovation has emerged as a crucial organizational strategy. Existing research on the antecedents of digital innovation often overlooks its inherent attributes as strategic response. According to the behavior theory of firm (BTOF), managers perceive and assessment from performance feedback and thereby critically shape organizational responses. This subjectivity means that managerial cognition fundamentally influences how performance feedback is understood and acted upon. Thus, this study explores how CEO informal power—to interpret inconsistent feedback—influences the impact of inconsistent feedback (that is, negative feedback and positive prospects) on digital innovation. Using Chinese manufacturing firms during 2015–2020, this study revealed that firms engage in less digital innovation as a response to inconsistent feedback when the firm's CEO has more prestige power or expert power. Further, the negative impact of the CEO prestige power on the relationship between inconsistent feedback and digital innovation is greater when CEO expert power is high. This study highlights the significance of individual-level mechanisms within the BTOF framework. It also advances BTOF in backward-and forward-looking reference points research and heterogeneity in performance feedback. Besides, it contributes to the literature on digital innovation as strategic response behavior by identifying the driving mechanism of organizational adaptation.

求助全文

通过发布文献求助，成功后即可免费获取论文全文。去求助

来源期刊

Technological Forecasting and Social Change Multiple-

CiteScore

21.30

自引率

10.80%

发文量

813

期刊介绍： Technological Forecasting and Social Change is a prominent platform for individuals engaged in the methodology and application of technological forecasting and future studies as planning tools, exploring the interconnectedness of social, environmental, and technological factors. In addition to serving as a key forum for these discussions, we offer numerous benefits for authors, including complimentary PDFs, a generous copyright policy, exclusive discounts on Elsevier publications, and more.