dc.description.abstract | Management of technological innovation is among the important methods employed by entrepreneurial organizations to pursue outstanding, sustainable competitive advantages. Numerous perspectives, such as institutional and cultural perspectives, have been suggested continually to investigate the process mechanisms and behavioral goals of organizations that adopt management innovation. The integrated research of Birkinshaw et al. (2008) on management innovation perspectives indicates that, in management innovation, the rational perspective provides the most appropriate explanation for the behavioral goals of organizations that adopt management innovation, merging the roles of agents within the organization. According to the rational perspective, management innovations are introduced by internal individuals who seek to improve the efficiency and effectiveness of an organization. In addition, while prior literature of innovation had recognized that innovation is triggered by either market-pull or technology-push, to date, many scholars have argued that that innovation process is the interaction of market-pull and technology-push force. Therefore, extending scholars’ perspective, this study integrates two possible trigger mechanisms for technological innovation behavior, technology push and market pull.
(1)Technology-push: investigates business managers who adopt corresponding technology acquisition plans after examining their internal technological capability. For this part of the research, we use the LED industry as an example. This study analyzes the influence organizations’ technological capability has on their technology acquisition choices from the perspective of fast-follower businesses to understand how managers search for innovation in resource capabilities. (2)Market-pull: researches the influence of business managers’ personal desires on implementing technology commercialization using the solar power and LED industries as the targets of investigation. This study examines the moderating effect of external environmental factors on market potential and the probability of technology commercialization, and the mediating effect of the technology market’s potential to understand how business managers respond to a market environment seeking innovation.
The results are as follows: (1) according to the analysis on the technology acquisition model, fast-followers opt for the acquisition models demanding high resource commitments when a fast-follower firm has highly R&D capabilities or complementary manufacturing capabilities in their cooperation, since the cooperation makes the partnerships last longer and improves learning efficiency of fast-followers. However, if fast-followers own superior innovative capabilities, they choose the acquisition model demanding low resource commitments, so as to reduce the contributions of shared resources and prevent possible leakage of unique innovative capabilities. (2) Based on the analysis of technology commercialization, this paper finds that environmental factor shows significant and positive moderating effect on technology market potentials and technology commercialization. Meanwhile, technological attributes has significant influence on technology commercialization under the mediating effects of technology market potential.
Through empirical analysis of the technology commercialization and technology acquisition styles of technology companies, this study enhances understanding of the behavioral goals and characteristics of organizations that adopt technological innovation management from a rational perspective to analyze the process mechanisms of the current technology industry to determine its technological capability for management innovation. Additionally, this study also contributes to existing research by resolving the insufficient empirical analysis of rational perspectives of industry management innovations.
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