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.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Entrepreneurship and Innovation Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
