动态管理能力与研发支出&CEO创始人地位的作用

IF 1.3 Q3 MANAGEMENT

International Journal of Innovation Management Pub Date : 2023-05-04 DOI:10.1142/s1363919622500748

Tim Heubeck, Reinhard Meckl

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引用次数: 0

摘要

当今竞争激烈的经济给首席执行官(ceo)提出了挑战，要求他们在研发(R&D)方面进行复杂但不可或缺的投资。尽管研究广泛讨论了研发支出对竞争优势的影响，但它忽略了管理者的动态能力是否以及如何在这些长期投资决策中实现。本研究以动态管理能力(DMC)理论为基础，认为强大的管理层动态能力通过提高ceo感知机遇和威胁、抓住机遇和重新配置组织资源的能力来增加研发支出。此外，由于创始人CEO的投资行为与职业CEO不同，创始人CEO的身份也被认为是这种关系的调节因素。研究结果表明，DMC对R&D投资的贡献仅为综合贡献，而DMC的子成分(除管理社会资本外)对R&D投资没有孤立的影响。该研究还发现，创始人ceo通过dmc实现的研发投资高于专业ceo。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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DYNAMIC MANAGERIAL CAPABILITIES AND R&D SPENDING: THE ROLE OF CEO FOUNDER STATUS

Today’s hypercompetitive economy challenges chief executive officers (CEOs) to make complex yet integral investments in research and development (R&D). Although research has widely discussed R&D spending due to its implications for competitive advantage, it omits whether and how managers’ dynamic capabilities materialise in these long-term investment decisions. This study builds on dynamic managerial capability (DMC) theory to argue that strong managerial-level dynamic capabilities increase R&D spending by improving the capacities of CEOs to sense opportunities and threats, seize them, and reconfigure organisational resources. CEO founder status is additionally proposed as a moderator of this relationship, as founder CEOs differ from professional CEOs in their investment behaviour. The results reveal that DMCs only compositely contribute to R&D investments, while the DMC subcomponents–except for managerial social capital—exert no isolated effects. This study also finds that founder CEOs realise higher R&D investments through their DMCs than their professional counterparts.

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来源期刊

International Journal of Innovation Management MANAGEMENT-

CiteScore

3.70

自引率

14.30%

发文量

期刊介绍： The International Journal of Innovation (IJIM) is the official journal of the International Society of Professional Innovation Management (ISPIM). Both the IJIM and ISPIM adopt a multi-disciplinary approach to addressing the many challenges of managing innovation, rather than a narrow focus on a single aspect such as technology, R&D or new product development. Both are also international, inclusive & practical, and encourage active interaction between academics, managers and consultants.