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Managerial disposition and front-end innovation success

Author

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  • Mohan, Mayoor
  • Voss, Kevin E.
  • Jiménez, Fernando R.

Abstract

The link between innovation culture and firm performance is well established. However, the specific mechanism via which innovation culture facilitates better managerial decision-making in front-end innovation remains unknown. Based on manager activation theory, the authors propose that innovation culture enables decision-making comprehensiveness—the full exploration of new ideas—by inhibiting the deleterious effects of the fear of negative evaluation and allowing managers to apply themselves to those areas in which they feel most competent. In turn, decision-making comprehensiveness is positively related to front-end innovation success. The model was tested with survey data collected from a sample of 172 innovation decision-makers.

Suggested Citation

  • Mohan, Mayoor & Voss, Kevin E. & Jiménez, Fernando R., 2017. "Managerial disposition and front-end innovation success," Journal of Business Research, Elsevier, vol. 70(C), pages 193-201.
    • Handle: RePEc:eee:jbrese:v:70:y:2017:i:c:p:193-201
    DOI: 10.1016/j.jbusres.2016.08.019
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    References listed on IDEAS

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    Cited by:

    1. Dziallas, Marisa, 2020. "How to evaluate innovative ideas and concepts at the front-end?," Journal of Business Research, Elsevier, vol. 110(C), pages 502-518.
    2. Chakraborty, Imon & Nandhini, K. & Ilavarasan, P. Vigneswara & Edirippulige, Sisira, 2024. "Factors of front-end innovation in fem-tech startups: An empirical study," Technology in Society, Elsevier, vol. 76(C).
    3. Barba-Aragón, María Isabel & Jiménez-Jiménez, Daniel, 2020. "HRM and radical innovation: A dual approach with exploration as a mediator," European Management Journal, Elsevier, vol. 38(5), pages 791-803.

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