Impact of T-shaped skill and top management support on innovation speed; the moderating role of technology uncertainty

Shabnam Hamdi,Abu Daud Silong,Roziah Mohd Rasdi,Zoharah Binti Omar,Tahir Nisar

doi:10.1080/23311975.2016.1153768

Shabnam Hamdi, Abu Daud Silong + Show 3 more

Open Access

https://doi.org/10.1080/23311975.2016.1153768

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Abstract

AbstractThis study examines the moderating role of technology uncertainty on the relationship between team contextual factors of top management support and T-shaped skills with innovation speed. For the purpose of this study, the data were collected from 227 new products from 147 biotechnology firms in Malaysia. The overall results confirmed the moderating effect of technology uncertainty on the relationship between T-shaped skills, as well as top management support with innovation speed. The results further confirmed that under the high technology uncertainty, this effect is higher in comparison to the low and medium uncertainty. This indicates that the effect of top management support and T-shaped skills on innovation speed improves when technology uncertainty increases. On the practical side, the report equips biotech firms with valuable insights to develop effective strategies.

Highlights

In this fast-changing market environment everyone is pushing to be the first to market to gain competitive advantage and create values (Chen, Reilly, & Lynn, 2005)
Hierarchical moderated regression analysis The Hierarchical moderated regression was utilized to determine the effect of top management support and T-shaped skill on innovation speed, as well as the moderating effect of technology uncertainty
The main effects of top management support and T-shaped skill were entered into the Model 2, and, respectively, technology uncertainty in model 3

Summary

Introduction

In this fast-changing market environment everyone is pushing to be the first to market to gain competitive advantage and create values (Chen, Reilly, & Lynn, 2005). To become first to market and gain, firms are first required to build dynamic capabilities (Schiavone, 2011). These capabilities are more important for biotech industry due to the twisted regulatory and approval process that aim to ensure product safety, quality, and efficacy (Markman, Gianiodis, Phan, & Balkin, 2005). The environmental dependencies are powerful forces that shape organizational strategies and capabilities. It enables competitive advantage through faster NPD (Carbonell & Rodriguez, 2006; Chen, 2013; Kessler & Chakrabarti, 1996). The technology uncertainty and change add to the product complexities and call for enhancement of teams’ capabilities to better deal with change and uncertainty (Brown, Bessant, & Lamming, 2013)

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Conclusion