Abstract
The purpose of this paper is to empirically demonstrate that choosing between markets or entrepreneurial orientations can have a direct influence on the provenance (internal or external) of the knowledge required for innovation and indirectly on the radicalness of this innovation and the innovative capability of organisations. With this aim, we unpack these orientations into the set of organisational factors that define them: risk taking, organisational design and factors that favour knowledge transfer and acquisition such as: R&D expenditures, collaborations agreements and knowledge transfer and integration mechanisms. The hypotheses about the impact of these factors on innovation radicalness and innovative capability are tested using a sample of firms belonging to high innovative sectors.
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