THE RELATIONSHIP AMONG ENVIRONMENTAL DYNAMISM...

THE RELATIONSHIP AMONG ENVIRONMENTAL DYNAMISM, TECHNOLOGICAL POSTURE AND CSR AS A DETERMINANT OF TECHNOLOGICAL

INNOVATION PERFORMANCE

MARÍA ISABEL GONZÁLEZ RAMOS

MARIO JAVIER DONATE MANZANARES

FÁTIMA GUADAMILLAS GÓMEZ

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http://congresse2kw.uclm.es/

RESEARCH STRUCTURE

Chapter I. Justification and objectives

Chapter II. Perceived environmental dynamism

Chapter III. Innovation strategy: technological posture

Chapter V. Methodology

Chapter VII. Conclusions, limitations and future research lines

INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS

Chapter IV. Corporate Social Responsibility

Chapter VI. Empirical analysis

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CHAPTER I. INTRODUCTION

JUSTIFICATION TARGETS

Increasing number of companies with CSR department, sustainability reports and concerns about sustainable development

When the environment is highly dynamic, it can be necessary to pursue a technological leadership position

PRACTICAL INTEREST

High number of publications, seminars and conferences about innovation strategy and CSR

ACADEMIC INTEREST

Few studies have established a clear relationship between technological posture and CSR

Suitability of the renewable energy industry

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TARGETS JUSTIFICATION

Main aim: To research relationships among CSR, dynamism and technological posture, and whether these relationships impact significantly on the company’s innovation performance

Innovation performance

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CHAPTER I. INTRODUCTION

Technological leaders

High-quality relationships with

stakeholders

More R&D actions to take advantage of these relationships

CSR Technologi-cal posture

Perceived environmen-

tal dynamism

RESEARCH STRUCTURE






INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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PERCEIVED ENVIRONMENTAL

DYNAMISM

Environmental perceptions change from one company to another: Resources, capabilities and past performance are different

Heterogeneity in certain sectors by both supply (different industries) and demand sides (customers, needs, functions)

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A perceptual measure can be preferred rather than an external objective indicator; the measure can be more heterogeneous and complex to calculate

CHAPTER II. PERCEIVED ENVIRONMENTAL DYNAMISM

CONCEPTS RELATIONSHIP WITH INNOVATION STRATEGY

It’s a contextual variable that affects the firm's technological posture Some environments are more favorable than others in order to adopt a pioneer or follower posture

A high degree of dynamism could: • Close existing opportunity windows • Create new market niches and promote the expansion of the portfolio of

both technological products and processes

Dynamic environments

Technological leadership posture

To identify emergent markets

To introduce new products in existing markets

To anticipate the entry of new competitors

To guide changes in the technology standard

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RELATIONSHIP WITH INNOVATION STRATEGY CONCEPTS

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H2 Perceived environm. dynamism

Technolog.

posture

H3

H4

Innov. prod.

Perfor.

Innov. Proc.

Perfor.

Econom.

Social

Environ.

CSR

H1


RELATIONSHIP WITH INNOVATION STRATEGY CONCEPT

H1. The higher the perceived dynamic environment by managers, the

greater the company tendency to develop a technological leadership

posture

HYPOTHESIS 1:

RESEARCH STRUCTURE






INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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CHAPTER III. INNOVATION STRATEGY: TECHNOLOGICAL POSTURE

STRATEGIC VIEW RELATIONSHIP WITH CSR

Key point: To decide whether leading technological changes in the industry or adopting a follower position

Innovation strategy → Technological posture

PIONEER ADVANTAGES PIONEER DISADVANTAGES

Profits as a monopolist firm. Economies of scale. To consolidate a reputation as industry

innovator. Setting the industry standard. To negotiate exclusively with

distribution agents and suppliers.

High R&D investments. High rate of failure. The parasite effect or free-rider's early

followers. High technological and market

uncertainty. The pioneer’s inertia.

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RELATIONSHIP WITH CSR STRATEGIC VIEW

Adopting CSR practices helps the company to retain the most qualified employees, which contributes to maintain its leadership position and

improves its innovative capacity

Technological leaders need to offer consumers “something” more than innovative products and services in order they choose their products

instead of competitors

Technological leaders that are able to create high-quality relationships with stakeholders will develop more R&D actions to take advantage of these relationship: • Gaining energy efficiency and reducing CO2 emissions • Anticipating to risks better than followers

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RELATIONSHIP WITH CSR STRATEGIC VIEW

H2. The more a firm is oriented towards a position of technological

leadership, the greater its CSR practices development

HYPOTHESIS 2:

H1 Technolog.

posture

H3

H4

Innov. Prod.

Perform.

Innov. Proc.

Perform.

Economic

Social

Environm.

Perceiv. Environ. Dynam.

CSR

H2

RESEARCH STRUCTURE

Chapter I. Justification and targets





INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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CHAPTER III. CORPORATE SOCIAL RESPONSIBILITY

STRATEGIC VIEW RELATIONSHIP WITH INNOVATION PERFORMANCE

Justifies strategic choices oriented to satisfy the stakeholders’ goals

CSR AS A SOURCE OF

COMPETITIVE ADVANTAGE

(Hull and Rothenberg, 2008;

Freeman et al., 2010; Surroca et

al., 2010) Allows the generation of high strategic value intangibles

Allows the company to take advantage of opportunities to achieve higher innovative results

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Economic

CSR DIMENSIONS

Environmental

Social

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Social and environmental aspects for the company

Development of an innovation culture and partnerships with stakeholders

Better business outcomes


STRATEGIC VIEW RELATIONSHIP WITH INNOVATION PERFORMANCE

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RELATIONSHIP WITH INNOVATION PERFORMANCE STRATEGIC VIEW

• CSR helps firms to avoid environmental punishment

• Improves business efficiency

• Makes the company to become more proactive in environmental terms

• Contributes to the development of new markets and increases the ability to generate innovation

CSR practices generate green product and process innovation (Chen, 2006; Chang, 2011)

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H3. CSR is positively related to the company’s product innovation

performance

H4. CSR is positively related to the company’s process innovation

performance

HYPOTHESES 3 and 4:


RELATIONSHIP WITH INNOVATION PERFORMANCE STRATEGIC VIEW

H1 H2 Perceiv. Environ. Dynam.

CSR Techn.

posture

Product innovation

performance

H4

Process innovation

performance

H3

Economic

Social

Environm.

RESEARCH STRUCTURE






INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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INDUSTRY CHARACTERISTICS

Highly innovative industry: → In 2010, investment in R & D was 4.5% of GDP → The national average was 1.38% of GDP

There are two company profiles: conventional energy or construction industry (diversification) and recently created company (less than 20 years and less employees)

Industry that has had a major transformation due to changes in the economic and legal situation (Companies extinction and activity drop)

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CHAPTER V. METHODOLOGY

INDUSTRY ANALYSIS TECHNIQUE POPULATION

TECHNICAL DATA RESEARCH

Population Spanish companies in the renewable energy sector (726 companies)

Geographic area Spain

Sample size 76 companies

Analysis unit Firm or business unit

Method of collecting data On-line questionnaire and telephone contact

Response rate 10,47%

Sample error 10,64%

Trust level 95%; z= 1,96; p=q=0,5

Fieldwork September - december 2012

Sampling type Convenience

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POPULATION ANALYSIS TECHNIQUE INDUSTRY

2.0 STRUCTURAL EQUATION MODELING

Method Based on Component Analysis (Smart PLS 2.0):

Variables type: formative and reflective

Small sample size

Predictive research

No requirement for normal distribution

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ANALYSIS TECHNIQUE INDUSTRY POPULATION

RESEARCH STRUCTURE






INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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CHAPTER VI. EMPIRICAL ANALYSIS

MEASUREMENT MODEL VALIDATION STRUCTURAL MODEL ANALYSIS

MEASUREMENT MODEL

ANALYSIS

Reflective constructs

Items Reliability (Cronbach α and

Composite Reliability Index > 0,7) Convergent validity (AVE > 0,5 and factor

loading: λ > 0,6 or 0,7) Discriminant validity (Cross loading and

Fornell & Larcker criterion)

Formative constructs

Multicollinearity analysis (VIF < 3,3; 5 or

10) Weights significance (β) (t-Student →

Bootstrap)

STRUCTURAL

MODEL ANALYSIS

Path coefficients (β estandarized) Significance level (t-Student → Bootstrap) Explained variance construct (R2 > 0,1)

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0,492***

Environ. Dynam.

Techn. posture

CSR

R2=0,143

Innov. prod.

Perfor.

Innov. proc.

Perfor.

H1 H2

H3 0,291**

Environ.

Social

Econ.

R2=0,242

R2=0,115

R2=0,308

0,378***

0,331***

0,350***

0,424***

H4 0,483***

*p<0,05 (t(0,05; 499)= 1,9647); ** p<0,01 (t(0,01; 499)= 2,5857); ***p<0,001 (t(0,001; 499)= 3,3101)

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STRUCTURAL MODEL ANALYSIS MEASUREMENT MODEL VALIDATION

H2 0,492***

Environ. Dynam.

Techn. posture

CSR

R2=0,143

Innov. prod.

Perfor.

Innov. proc.

Perfor.

H1 0,378***

H3 0,291**

Environ.

Social

Econ.

R2=0,242

R2=0,115

R2=0,308

0,331***

0,350***

0,424***

H4 0,483***

*p<0,05 (t(0,05; 499)= 1,9647); ** p<0,01 (t(0,01; 499)= 2,5857); ***p<0,001 (t(0,001; 499)= 3,3101)

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H2 0,492***

Environ. Dynam.

Techn. posture

CSR

R2=0,143

Innov. prod.

Perfor.

Innov. proc.

Perfor.

H1 0,378***

H3 0,291**

Environ.

Social

Econ.

R2=0,242

R2=0,115

R2=0,308

0,331***

0,350***

0,424***

H4 0,483***

*p<0,05 (t(0,05; 499)= 1,9647); ** p<0,01 (t(0,01; 499)= 2,5857); ***p<0,001 (t(0,001; 499)= 3,3101)

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H2 0,492***

Environ. Dynam.

Techn. posture

CSR

R2=0,143

Innov. prod.

Perfor.

Innov. proc.

Perfor.

H1 0,378***

H3 0,291**

Environ.

Social

Econ.

R2=0,242

R2=0,115

R2=0,308

0,331***

0,350***

0,424***

H4 0,483***

*p<0,05 (t(0,05; 499)= 1,9647); ** p<0,01 (t(0,01; 499)= 2,5857); ***p<0,001 (t(0,001; 499)= 3,3101)

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RESEARCH STRUCTURE






INTRODUCTION

THEORETICAL ISSUES

EMPIRICAL ISSUES

CONCLUSIONS



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CHAPTER VII. CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH LINES

CONCLUSIONS

CONCLUSIONS FUTURE RESEARCH LINES

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2

LIMITATIONS

Environmental dynamism can be considered as an antecedent of technological posture, not only as a moderating variable. Proposition of a new perspective on the relationship between technological posture and CSR, where both variables are related one to another in order to:

Generate competitive advantages for firms, because the combination of innovation and CSR not only contributes to sustainable development, but also to the economic sustainability. Contribute to social welfare, since social and environmental issues are an essential part of innovation strategy.

Develop technological innovation in processes and products.

Survive in an industry with several economic and legal challenges 29

Cross-sectional design → Difficulty in obtaining data from primary sources Development of an experimental scale to measure CSR Small sample → Problem to generalize the obtained results

LIMITATIONS

1

2

3

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LIMITATIONS FUTURE RESEARCH LINES CONCLUSIONS

FUTURE RESEARCH LINES

Longitudinal studies Inclusion of new variables in the model Replication in other industries and geographical areas Other different relationships

1

2

3

4

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FUTURE RESEARCH LINES CONCLUSIONS LIMITATIONS

THE RELATIONSHIP AMONG ENVIRONMENTAL DYNAMISM, TECHNOLOGICAL POSTURE AND CSR AS A DETERMINANT OF TECHNOLOGICAL

INNOVATION PERFORMANCE

MARÍA ISABEL GONZÁLEZ RAMOS

MARIO JAVIER DONATE MANZANARES

FÁTIMA GUADAMILLAS GÓMEZ

32

http://congresse2kw.uclm.es/

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