the relationship among environmental dynamism...
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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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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
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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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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CHAPTER II. PERCEIVED ENVIRONMENTAL DYNAMISM
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
CHAPTER II. PERCEIVED ENVIRONMENTAL DYNAMISM
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
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 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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CHAPTER III. INNOVATION STRATEGY: TECHNOLOGICAL POSTURE
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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CHAPTER III. INNOVATION STRATEGY: TECHNOLOGICAL POSTURE
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
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 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
CHAPTER III. CORPORATE SOCIAL RESPONSIBILITY
STRATEGIC VIEW RELATIONSHIP WITH INNOVATION PERFORMANCE
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CHAPTER III. CORPORATE SOCIAL RESPONSIBILITY
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:
CHAPTER III. CORPORATE SOCIAL RESPONSIBILITY
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
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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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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CHAPTER V. METHODOLOGY
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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CHAPTER V. METHODOLOGY
ANALYSIS TECHNIQUE INDUSTRY POPULATION
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
22
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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CHAPTER VI. EMPIRICAL ANALYSIS
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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CHAPTER VI. EMPIRICAL ANALYSIS
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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CHAPTER VI. EMPIRICAL ANALYSIS
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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CHAPTER VI. EMPIRICAL ANALYSIS
STRUCTURAL MODEL ANALYSIS MEASUREMENT MODEL VALIDATION
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 VII. CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH LINES
CONCLUSIONS
CONCLUSIONS FUTURE RESEARCH LINES
1
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
30
CHAPTER VII. CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH LINES
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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CHAPTER VII. CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH LINES
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