The Crucial Role of Mindsets in Innovation Efforts by Malte Krohn

Author:Malte Krohn
Language: eng
Format: epub
ISBN: 9783658399702
Publisher: Springer Fachmedien Wiesbaden

Furthermore, I formulate an item that has to be rated from “uninteresting” to “interesting”:

After careful consideration of frugal innovation projects, I consider them as …

Lastly, another global item asks participants to conclude their assessment of supporting FI projects on a scale ranging from “undesirable” to “desirable” with the following indicator:

Considering all advantages and disadvantages of supporting frugal innovation projects, I assess them as …

Subjective Norm

Furthermore, the professional environment of organizational members and their subjective norms can have an influence on the formation of behavioral intentions by individuals in the workplace (Jimmieson, et al., 2008; Nedon, 2015). Regarding the MM, a formative model is defined for the subjective norm construct because the indicators might not be naturally correlated and causality is expected from the indicators to the construct instead. In certain cases,this approach is also applied by other TPB publications (Hsieh, et al., 2006; Nedon, 2015). I will forthwith discuss relevant organizational stakeholders that were identified in the literature review.

The literature sample was analyzed for relevant groups of stakeholders that might influence the formation of an intention to start or support FI projects. Here, management, R&D, marketing, and sales are the four notable organizational stakeholder groups.

Frequently, studies mentioned top management of the company as an important stakeholder with regard to FI projects (Hyypiä & Khan, 2018; Ravishankar, 2016; Reficco & Gutiérrez, 2016; Shan & Khan, 2016). Furthermore, the R&D staff including engineers and product developers have proved to play a significant role for the subjective norms that are perceived in this context (Rao, 2017; Tiwari, et al., 2017a). The marketing department as well as the salesforce of companies, which are affected by FI projects, have been mentioned as relevant stakeholders in the literature sample, too (Hadengue, et al., 2017; Xu & Xu, 2016; Zeschky, et al., 2014). Remarkably, more examples in the literature expect resistance against FI projects from different stakeholders in the firm. In line with the results from the previous chapter, Western firms are particularly suggested to have a strong high-tech orientation among their engineers, which has proved to affect the decision for FIs in firms negatively (Agnihotri, 2015; Kachaner, et al., 2011; Park & Ohm, 2015). In these organizations, the typical dominant logic is that a new product should have more features than the last generation and the research and development should be performed on the highest level of technology that can be achieved. In such an environment, individuals might be less likely to engage with FIs and build the intention to develop frugal products. Furthermore, resistance against FI projects is expected from other managers of the firm, if there is risk adversity, a focus on short-term goals, or if managers fear for their authority (Jha & Krishnan, 2013; Song, et al., 2017; Tiwari, et al., 2017a; Zedtwitz, et al., 2015). Employees from the marketing department are additionally found to associate a fear of brand dilution with FIs when the company is usually expected to offer high-end products (Hadengue, et al., 2017). Another publication suggests that lower commissions

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