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How to drive the innovation strategy adoption in the renewable energy technology company: a perspective of organizational management

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  • Stanley Y. B. Huang

    (Ming Chuan University)

Abstract

This model examines how China-specific transformational leadership, support leadership, and confident leadership at the individual and firm levels at Time 1 lead to greater development of individual- and firm-level work engagement, which in turn leads to greater development of innovative strategy adoption. Data were obtained from 100 chief executive officers of renewable energy technology companies and their 300 top management team members over six months. To analyze these longitudinal data, this research employed a multilevel growth curve model, and the results confirmed all hypotheses of this research. First, when top management team members perceive more China-specific transformational leadership, support leadership, and confident leadership, they should show more work engagement development. Second, based on these firm-level leadership atmospheres at Time 1, a firm-level work engagement atmosphere within the top management team had developed. Finally, more development of firm-level work engagement atmosphere within top management teams influences more development of innovation strategy adoption. The adoption of innovation strategy from this research cannot only promote the renewable energy innovation literature but also help the renewable energy technology companies implement the innovative strategy to achieve competitive advantage.

Suggested Citation

  • Stanley Y. B. Huang, 2025. "How to drive the innovation strategy adoption in the renewable energy technology company: a perspective of organizational management," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 27(4), pages 9021-9037, April.
    • Handle: RePEc:spr:endesu:v:27:y:2025:i:4:d:10.1007_s10668-023-04266-x
    DOI: 10.1007/s10668-023-04266-x
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