This publication-based dissertation, comprising four unique research papers published in peer-reviewed journals, contributes to innovation management theory and explores how organizations can maximize the value of innovations in the new digital normal. It draws insights from 31 cases, 86 semi-structured interviews, and 804 survey participants (excluding pilot studies), employing a diverse range of qualita-tive and quantitative methodologies. The dissertation investigates how organizations can create and cap-ture value from innovations, focusing on contingent and contextual dimensions, capabilities, and leader-ship styles. As a result, it makes four key theoretical contributions. First, it proposes that innovation performance is equifinal but contingent on the configurational approach for each organization (e.g., combinatorial recipe). Alignment between innovation approaches and performance strategies is essen-tial to gain a competitive advantage. Second, it underscores the vital role of middle managers as the crucial link between top management and employees. This middle-up-down management approach combines distinct leadership and communication capabilities to integrate innovations (e.g., innovative work behaviors, digital technologies) into daily working routines, thus facilitating innovation routiniza-tion (e.g., effective innovation implementation). Third, organizations that possess adequate higher-order business model and process efficiency dynamic capabilities evaluate various dimensions (e.g., value, individual, technological, organizational) in their internal and external contextual periphery to deter-mine their action potential. This enables them to assess, reconfigure, and integrate value creation oppor-tunities into their operational capabilities (e.g., business model, processes), leading to improved per-formance when digitally transforming. Fourth, this dissertation conceptualizes the multidimensional (e.g., individual, team, organizational) digital leadership phenomenon, grounding it in the domain of (strategic) leadership theories. Digital leaders constantly oscillate between leading themselves and oth-ers and leading their organizations to create innovative work environments that foster performance. The combined findings of the dissertation call for novel market approaches and adjusted forms of leadership for organizations to thrive in the new digital business landscape. Avenues for further research to enrich the current academic discourse are also presented. If organizations are to enhance their performance (e.g., increase the likelihood of capturing value from their innovations, or deriving a competitive ad-vantage), understanding the underlying mechanisms outlined in this dissertation should help organiza-tions in this endeavor.
| Identifer | oai:union.ndltd.org:DRESDEN/oai:qucosa:de:qucosa:91797 |
| Date | 30 May 2024 |
| Creators | Schneider, Malte Hans Georg |
| Contributors | Kanbach, Dominik K., Stubner, Stephan, HHL Leipzig Graduate School of Management |
| Source Sets | Hochschulschriftenserver (HSSS) der SLUB Dresden |
| Language | English |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, doc-type:doctoralThesis, info:eu-repo/semantics/doctoralThesis, doc-type:Text |
| Rights | info:eu-repo/semantics/openAccess |
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