Papers by Fariborz Damanpour
Innovation pattern, complementarity, and performance
Organizational Innovation, 2020
Ceo Power Cycles & Corporate Performance Cycles: an Examination of the Relationship Between Changes in Power and Changes in Performance
Honorary Life Members: Ex Officio (With Vote) Ex Officio (No Vote)
Types of innovation – technical, nontechnical, hybrid
Environmental and Organizational Antecedents of Plural Sourcing of Public Services
Public Administration Review, 2021
Organizations use multiple governance modes (make, buy, ally) to produce their services. We consi... more Organizations use multiple governance modes (make, buy, ally) to produce their services. We consider plural sourcing as a portfolio of governance mode choices that a public service organization selects to provide its services, and investigate environmental and organizational factors that stimulate plural sourcing of public services. While studies of governance mode have usually relied on insights from theories of organizational economics (transaction cost, public choice, agency), we rely on insights from theories of organization management (strategic adaptation, structural contingency, organizational capability) to construct a theoretical framework and develop propositions on the determinants of plural sourcing. Theory is tested by a four‐panel dataset we constructed by merging data from three different sources within 1992–2007. The results using multilevel (hierarchical) logit identify conditions under which organizations choose to externalize, internalize, or co‐produce their serv...
Internal and External Sources and the Adoption of Innovations in Organizations
British Journal of Management, 2018
Research on knowledge sources and innovation has focused mainly on external knowledge sources and... more Research on knowledge sources and innovation has focused mainly on external knowledge sources and the generation of technological innovations. This study contributes by examining the dual role of internal and external sources of knowledge and information on the adoption of managerial innovations, a type of non‐technological innovation deemed essential for organizational effectiveness but not examined sufficiently. It also contributes to the innovation adoption literature by analysing adoption as a process, rather than a dichotomous choice. We investigate how the involvement of stakeholders for the selection of a new programme, and organizational actions for the implementation of that programme, affect its adoption. Regression analyses of privatization of 64 services in 1,512 public organizations provide empirical evidence in support of the influence of internal and external involvement, and internal, but not external, implementation actions. We also find that while the relative infl...
Technical Versus Administrative Rates of Organizational Innovation: A Study of "Organizational Lag
Combinative Effects of Innovation Types on Performance: A Longitudinal Study of Public Services
Academy of Management Proceedings, 2007
This article examines the combinative effects of innovation types on firm and organizational perf... more This article examines the combinative effects of innovation types on firm and organizational performance. A longitudinal study of a public services, specifically English local government, is presented. Results indicate that innovation activity has positive effects on organizational performance, specifically, that the adoption of innovations in conjunction with divergence from the industry norm results in improved organizational performance, but to focus on any one particular type of innovation can be detrimental.
A Quantitative Review of Research on Performance Effects of Management Innovation
Academy of Management Proceedings, 2014
The role of technological innovations (TI) in influencing firm performance is established in the ... more The role of technological innovations (TI) in influencing firm performance is established in the innovation literature. However, theoretical discourse on the motivation for the introduction of new management tools, techniques, and practices has shed doubt on the contribution of nontechnological, management innovations. This study focuses on the performance outcomes of management innovations (MI) and examines three questions: (1) is the introduction of MI beneficial to organizational performance; (2) what are the potential moderators (or sources of inconsistencies) in the MI-performance relationship; and (3) is the impact of MI on performance at par with that of TI? We integrate the findings of research on the effects of MI on performance by two quantitative procedures – support score and meta-analysis – using 52 independent samples from 44 articles published in peer-reviewed journals from 1993 to 2011. The analyses from both procedures indicate that: (1) MI positively affects firm performance; (2) industr...
Organizational adaptation and innovation: The dynamics of adopting innovation types
The Dynamics of Innovation, 1999
Organizational adaptation and innovation: The dynamics of adopting innovation types Fariborz Dama... more Organizational adaptation and innovation: The dynamics of adopting innovation types Fariborz Damanpour/Shanthi Gopalakrishnan 1. Introduction Innovation is regarded as a focal point of an organization's strategy and a crucial element for its long-term strength and survival ...
Is Your Creative Organization Innovative?
Creative Action in Organizations: Ivory Tower Visions & Real World Voices Creative action in organizations: Ivory tower visions & real world voices
CEOs' power and corporate performance transitions
Competitive Intelligence Review, 2001
This study addresses the question, How does CEO power affect, and respond to, corporate performan... more This study addresses the question, How does CEO power affect, and respond to, corporate performance transitions over time? Drawing on insights culled from the top management and organizational life‐cycle literature, we assumed that CEO power rises and falls in tandem with a firm's upward or downward performance cycles. However, our examination of four CEO “power characteristics”—structural, ownership, expert, and prestige—at 38 major U.S. corporations over a period of 12 years showed, instead, that CEOs' power (1) rises and falls within both upward and downward performance transitions and (2) does not rise and fall in a steady, monotonic fashion. In fact, some dimensions of CEO power are clearly more tied than others to changes in firm performance, and shifts in CEO power can also be linked to either the early or the late part of each transition cycle. These results have several implications for competitive intelligence (CI) professionals: First, the four power characteristi...
DETERMINANTS OF PUBLIC PENSION PLAN INVESTMENT RETURN. The role of fund value maximization and public choice theory
Public Management Review, 2001
Public pension plans are a major type of institutional owner during the new era of investor capit... more Public pension plans are a major type of institutional owner during the new era of investor capitalism, yet little is known about them. Based upon fund value maximization (FVM) and public choice theory (PCT), we develop hypotheses on the determinants of plan performance as measured by plan annual investment return. FVM espouses that the plan's fund or investment portfolio will be invested to maximize return for a given level of risk, while PCT holds that agency costs are significant in the public sector, and will have a negative effect on plan return. Using biennial pension plan data for 199296 for several hundred plans, we found that fund value maximization has a much greater influence on plan performance, but that plan performance is also subject to agency costs associated with public choice theory.
Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models
Management Science, 1996
Current research in organizational innovation is extensive, yet, because of limitations in scope,... more Current research in organizational innovation is extensive, yet, because of limitations in scope, most studies are not adequately encompassing. These studies typically relate organizational variables to innovation and control at most for the effect of one contingency factor. Because innovation depends upon a complex host of factors, such theories have limited predictive application. This study intends to develop and test theories that explain the variation in the organizational complexity-innovation relationship in greater detail. The study considers two major indicators of organizational complexity—structural complexity and organizational size. Hypotheses are proposed on the effects of 14 contingency factors on the relationships between structural complexity and innovation and organizational size and innovation. The contingency factors include environmental uncertainty, organizational size, industrial sectors, types of innovation, and stages of innovation adoption. Using a meta-ana...
Journal of Public Administration Research and Theory, 2008
Studies of the association between innovation characteristics and innovation adoption at the leve... more Studies of the association between innovation characteristics and innovation adoption at the level of organization are scarce. This study develops direct and moderating hypotheses for the relationship between innovation characteristics, manager characteristics, and innovation adoption in public organizations. The hypotheses are tested using survey data on the adoption of 25 innovations in 725 local governments in the United States and data from a panel of experts. The findings suggest that both innovation characteristics and manager characteristics influence the adoption of innovation; however, they do not reveal significant moderating effects of manager characteristics on the relationship between innovation characteristics and innovation adoption. The implications of the findings are discussed for further research on innovation adoption in the public sector.
Understanding antecedents of new product development speed: A meta‐analysis
Journal of Operations Management, 2010
New product development (NPD) speed is a key component of time‐based strategy, which has become i... more New product development (NPD) speed is a key component of time‐based strategy, which has become increasingly important for managing innovation in a fast‐changing business environment. This meta‐analytic review assesses the generalizability of the relationships between NPD speed and 17 of its antecedents to provide a better understanding of the salient and cross‐situationally consistent factors that affect NPD speed. We grouped the antecedents into four categories of strategy, project, process, and team, and found that process and team characteristics are more generalizable and cross‐situationally consistent determinants of NPD speed than strategy and project characteristics. We also conducted subgroup analyses and found that research method variables, such as level of analysis, source of data, and measurement of speed, moderate the relationships between NPD speed and its antecedents. We apply the study's findings to assess several models of NPD speed, such as the balanced model ...
Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations
Journal of Management Studies, 2009
abstractInnovation research suggests that innovation types have different attributes, determinant... more abstractInnovation research suggests that innovation types have different attributes, determinants, and effects. This study focuses on consequences of adoption of three types of innovation (service, technological process, and administrative process) in service organizations. Its main thesis is that the impact of innovation on organizational performance depends on compositions of innovation types over time. We examine this proposition by analysing innovative activity in a panel of 428 public service organizations in the UK over four years. Our findings suggest that focus on adopting a specific type of innovation every year is detrimental, consistency in adopting the same composition of innovation types over the years has no effect, and divergence from the industry norm in adopting innovation types could possibly be beneficial to organizational performance. We discuss the implications of these findings for theory and research on innovation types.
Journal of Management Studies, 2009
abstractA firm's ability to acquire and exploit external knowledge is often critical to achie... more abstractA firm's ability to acquire and exploit external knowledge is often critical to achieving and sustaining a competitive advantage. In this study, we adopt a multi‐dimensional view of absorptive capacity and focus specifically on the application of external knowledge that has been obtained via university‐firm collaborations. We examine various organizational conditions that we propose influence a firm's ability to apply external knowledge for explorative and exploitative innovations. We collected data by a survey of firms in industries that frequently work with university research centres (URCs) and from publicly available sources. Results show that predictors of exploration and exploitation of the application of external knowledge differ. Surprisingly, technological relatedness, a common measure of absorptive capacity, is negatively associated with the application of external knowledge to explorative innovations, indicating that knowledge from more distant sources is ...
National and Organizational Culture Differences and International Joint Venture Performance
Journal of International Business Studies, 2002
This study examines the effect of dimensions of national and organizational culture differences o... more This study examines the effect of dimensions of national and organizational culture differences on international joint venture (IJV) performance. Based on data from a survey of executives from joint ventures between Indian partners and partners from other countries, we found that the presumed negative effect from culture distance on IJV performance originates more from differences in organizational culture than from
Theories of organizational structure and innovation adoption: the role of environmental change
Journal of Engineering and Technology Management, 1998
... structure and innovation adoption into a manageable number of common, useful types ([Miller, ... more ... structure and innovation adoption into a manageable number of common, useful types ([Miller, 1986] and [Miller, 1996]; Mintzberg, 1979). ... process or an administrative program, a technology, or a policy or a system related to organizational members (Damanpour and Evan, 1984 ...
Uploads
Papers by Fariborz Damanpour