Abstract
Building upon upper echelon theory and a dynamic capability perspective, this study investigates the relative effectiveness of two types of leadership on product and process innovations in emerging economies. The authors found that in China transformational-charismatic (TC) leadership has a stronger effect on product innovation, while transactional leadership has a stronger effect on process innovation. The authors further study the boundary conditions of leadership and empirically examine the contingent effects of organizational level capability on the relationships between leadership and innovation. The moderating effects are intriguing: knowledge acquisition capability strengthens the effect of TC leadership on process innovation and that of transactional leadership on product innovation. However, knowledge acquisition capability attenuates the positive relationship between TC leadership and product innovation as well as the positive relationship between transactional leadership and process innovation.
| Original language | English |
|---|---|
| Pages (from-to) | 18-29 |
| Journal | Industrial Marketing Management |
| Volume | 50 |
| Online published | 5 Jun 2015 |
| DOIs | |
| Publication status | Published - Oct 2015 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 9 Industry, Innovation, and Infrastructure -
SDG 17 Partnerships for the Goals
Research Keywords
- Knowledge acquisition capability
- Process innovation
- Product innovation
- Transactional leadership
- Transformational-charismatic leadership
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