Existing firms are also keen to pursue new opportunities; indeed, this is crucial for their long-term survival. But this process is a mixed bag for them. On the one hand, they have resources to devote to new endeavors. On the other hand, they have to ensure that entrepreneurial efforts within the firm are legitimate and do not clash with the firm’s short-term performance. In the series of papers below, we show that cross-functional collaboration and knowledge exchange are key for identifying and pursuing opportunities. But these processes are intertwined with other organizational structure and roles. As a consequence, only under certain organizational arrangements related to handling conflict, instilling trust and fairness, and allocating responsibilities does the firm reach its full innovation potential.
De Clercq, D., Thongpapanl, N., and Dimov, D. 2011. The Moderating Role of Organizational Context on the Relationship between Innovation and Firm Performance. IEEE Transactions on Engineering Management, 58(3): 431-444.
De Clercq, D., Thongpapanl, N., and Dimov, D. 2011. A closer look at cross-functional collaboration and product innovativeness: Contingency effects of structural and relational context. Journal of Product Innovation Management, 28: 680-698.
De Clercq, D., Dimov, D., and Thongpapanl, N. Forthcoming. Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation. Entrepreneurship Theory and Practice.
De Clercq, D., Thongpapanl, N., and Dimov, D. Forthcoming. Getting more from cross-functional fairness for product innovativeness: Contingency effects of internal resource and conflict management. Journal of Product Innovation Management