Learning to Innovate: The Role of Ambidexterity, Standard, and Decision Process

Maggie Mei

    Research output: Book/ReportPh.D. thesisResearch

    2 Downloads (Pure)

    Abstract

    Innovation is the engine of sustained organizational performance and is central to organizations’ competitive advantage. In an effort to understand how to foster innovation at firms, extant research has highlighted the role of organizational learning in shaping innovation capabilities at firms. Motivated by
    the importance of innovation, this PhD dissertation aims to improve our understanding of the complex relationship between organizational learning and innovation capabilities at firms.
    The dissertation consists of three studies using various datasets and methodologies that investigate the relationship between organizational learning and innovation creation in an organizational context. Taking a nuanced view of organizational learning, the dissertation investigates
    how three different organizational learning processes could affect innovation creation at the firm level and project level. Specifically, essay 1 focuses on how to manage ambidextrous learning for superior radical and incremental innovation capabilities; essay 2 examines how learning through knowledge
    sharing in the context of standard setting impacts on firms’ innovation performance; and essay 3 moves down to project level and explores how and when strategic decision comprehensiveness can affect new product development performance.
    Taken together, though examining three separate approaches that firms employ to manage organizational learning for innovation creation, the three studies in this dissertation collectively contribute to the understanding of managing organizational learning for innovation creation at firms. The three studies in this dissertation show how three prominent organizational learning processes impact on firms’ innovation performance. Furthermore, the studies in this dissertation emphasize that there are limitation and boundary conditions for different organizational learning processes.
    Original languageEnglish
    Place of PublicationFrederiksberg
    PublisherCopenhagen Business School [Phd]
    Number of pages172
    ISBN (Print)9788793155145
    ISBN (Electronic)9788793155152
    Publication statusPublished - 2014
    SeriesPhD series
    Number07.2014
    ISSN0906-6934

    Cite this

    Mei, M. (2014). Learning to Innovate: The Role of Ambidexterity, Standard, and Decision Process. Frederiksberg: Copenhagen Business School [Phd]. PhD series, No. 07.2014
    Mei, Maggie. / Learning to Innovate : The Role of Ambidexterity, Standard, and Decision Process. Frederiksberg : Copenhagen Business School [Phd], 2014. 172 p. (PhD series; No. 07.2014).
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    title = "Learning to Innovate: The Role of Ambidexterity, Standard, and Decision Process",
    abstract = "Innovation is the engine of sustained organizational performance and is central to organizations’ competitive advantage. In an effort to understand how to foster innovation at firms, extant research has highlighted the role of organizational learning in shaping innovation capabilities at firms. Motivated bythe importance of innovation, this PhD dissertation aims to improve our understanding of the complex relationship between organizational learning and innovation capabilities at firms.The dissertation consists of three studies using various datasets and methodologies that investigate the relationship between organizational learning and innovation creation in an organizational context. Taking a nuanced view of organizational learning, the dissertation investigateshow three different organizational learning processes could affect innovation creation at the firm level and project level. Specifically, essay 1 focuses on how to manage ambidextrous learning for superior radical and incremental innovation capabilities; essay 2 examines how learning through knowledgesharing in the context of standard setting impacts on firms’ innovation performance; and essay 3 moves down to project level and explores how and when strategic decision comprehensiveness can affect new product development performance.Taken together, though examining three separate approaches that firms employ to manage organizational learning for innovation creation, the three studies in this dissertation collectively contribute to the understanding of managing organizational learning for innovation creation at firms. The three studies in this dissertation show how three prominent organizational learning processes impact on firms’ innovation performance. Furthermore, the studies in this dissertation emphasize that there are limitation and boundary conditions for different organizational learning processes.",
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    series = "PhD series",
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    Mei, M 2014, Learning to Innovate: The Role of Ambidexterity, Standard, and Decision Process. PhD series, no. 07.2014, Copenhagen Business School [Phd], Frederiksberg.

    Learning to Innovate : The Role of Ambidexterity, Standard, and Decision Process. / Mei, Maggie.

    Frederiksberg : Copenhagen Business School [Phd], 2014. 172 p. (PhD series; No. 07.2014).

    Research output: Book/ReportPh.D. thesisResearch

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    AB - Innovation is the engine of sustained organizational performance and is central to organizations’ competitive advantage. In an effort to understand how to foster innovation at firms, extant research has highlighted the role of organizational learning in shaping innovation capabilities at firms. Motivated bythe importance of innovation, this PhD dissertation aims to improve our understanding of the complex relationship between organizational learning and innovation capabilities at firms.The dissertation consists of three studies using various datasets and methodologies that investigate the relationship between organizational learning and innovation creation in an organizational context. Taking a nuanced view of organizational learning, the dissertation investigateshow three different organizational learning processes could affect innovation creation at the firm level and project level. Specifically, essay 1 focuses on how to manage ambidextrous learning for superior radical and incremental innovation capabilities; essay 2 examines how learning through knowledgesharing in the context of standard setting impacts on firms’ innovation performance; and essay 3 moves down to project level and explores how and when strategic decision comprehensiveness can affect new product development performance.Taken together, though examining three separate approaches that firms employ to manage organizational learning for innovation creation, the three studies in this dissertation collectively contribute to the understanding of managing organizational learning for innovation creation at firms. The three studies in this dissertation show how three prominent organizational learning processes impact on firms’ innovation performance. Furthermore, the studies in this dissertation emphasize that there are limitation and boundary conditions for different organizational learning processes.

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    Mei M. Learning to Innovate: The Role of Ambidexterity, Standard, and Decision Process. Frederiksberg: Copenhagen Business School [Phd], 2014. 172 p. (PhD series; No. 07.2014).