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How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes? J PROD INNOV MANAG 2017;34(2):201–222 2016 Product Development & Management Association DOI: 10.1111/jpim.12332 How Do Strategy and Leadership Styles Jointly Affect Co-development and Its Innovation Outcomes?* Ruth Maria Stock, Nicolas A. Zacharias, and Armin Schnellbaecher Co-development with customers attracts considerable interest as a means to improve companies’ product innova- tiveness and performance. Forward-thinking companies integrate co-development within their business models, but many remain uncertain about which levers best foster its implementation. This study therefore takes a top- down perspective on ways to stimulate co-development with customers. Relying on boundary theory and its wider contextualization in relation to resource dependence theory, the authors argue that an innovation-oriented strate- gy, combined with transformational and transactional leadership, represents senior management levers for driving general openness and providing strategic directions for innovation, which then helps bridge the boundary with customers and facilitate the co-development of new products. Data from 135 managers and 415 subordinates reveal that some senior management levers can foster co-development. Specifically, the results of the hierarchical regression analyses confirm the hypothesized positive interaction effect of innovation-oriented strategy and trans- formational leadership, whereas the combination of innovation-oriented strategy and transactional leadership is not beneficial. The strength of innovation-oriented strategy as an http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Journal of Product Innovation Management Wiley

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

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References (139)

Publisher
Wiley
Copyright
© 2017 Product Development and Management Association
ISSN
0737-6782
eISSN
1540-5885
DOI
10.1111/jpim.12332
Publisher site
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Abstract

J PROD INNOV MANAG 2017;34(2):201–222 2016 Product Development & Management Association DOI: 10.1111/jpim.12332 How Do Strategy and Leadership Styles Jointly Affect Co-development and Its Innovation Outcomes?* Ruth Maria Stock, Nicolas A. Zacharias, and Armin Schnellbaecher Co-development with customers attracts considerable interest as a means to improve companies’ product innova- tiveness and performance. Forward-thinking companies integrate co-development within their business models, but many remain uncertain about which levers best foster its implementation. This study therefore takes a top- down perspective on ways to stimulate co-development with customers. Relying on boundary theory and its wider contextualization in relation to resource dependence theory, the authors argue that an innovation-oriented strate- gy, combined with transformational and transactional leadership, represents senior management levers for driving general openness and providing strategic directions for innovation, which then helps bridge the boundary with customers and facilitate the co-development of new products. Data from 135 managers and 415 subordinates reveal that some senior management levers can foster co-development. Specifically, the results of the hierarchical regression analyses confirm the hypothesized positive interaction effect of innovation-oriented strategy and trans- formational leadership, whereas the combination of innovation-oriented strategy and transactional leadership is not beneficial. The strength of innovation-oriented strategy as an

Journal

The Journal of Product Innovation Management – Wiley

Published: Mar 1, 2017

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