First, although not hypothesized, the direct effects were
tested and analyzed. In exploitative settings the effect of OC
is manifest on project performance, whereas in exploratory
innovations OC works best indirectly through innovativeness.
This may be explained by the differences between
the two innovation types, related to the different need for
information in exploratory and exploitative innovations
deriving from a different level of novelty and uncertainty as
well as a different need for new knowledge. The importance
of OC in project environments in this study is consistent
with the findings of previous studies by Jansen et al.
(2006) conducted on the organizational level. There, pursuing
exploratory innovation was more effective in dynamic
environments, and centralization was found to have a negative
effect on a unit’s exploratory efforts.
First, although not hypothesized, the direct effects were
tested and analyzed. In exploitative settings the effect of OC
is manifest on project performance, whereas in exploratory
innovations OC works best indirectly through innovativeness.
This may be explained by the differences between
the two innovation types, related to the different need for
information in exploratory and exploitative innovations
deriving from a different level of novelty and uncertainty as
well as a different need for new knowledge. The importance
of OC in project environments in this study is consistent
with the findings of previous studies by Jansen et al.
(2006) conducted on the organizational level. There, pursuing
exploratory innovation was more effective in dynamic
environments, and centralization was found to have a negative
effect on a unit’s exploratory efforts.
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