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How entrepreneurial orientation can leverage innovation project portfolio management

Kock, Alexander ; Gemünden, Hans Georg (2024)
How entrepreneurial orientation can leverage innovation project portfolio management.
In: R&D Management, 2020, 51 (1)
doi: 10.26083/tuprints-00016185
Article, Secondary publication, Publisher's Version

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Item Type: Article
Type of entry: Secondary publication
Title: How entrepreneurial orientation can leverage innovation project portfolio management
Language: English
Date: 9 January 2024
Place of Publication: Darmstadt
Year of primary publication: 2020
Place of primary publication: Oxford
Publisher: Wiley-Blackwell
Journal or Publication Title: R&D Management
Volume of the journal: 51
Issue Number: 1
DOI: 10.26083/tuprints-00016185
Corresponding Links:
Origin: Secondary publication DeepGreen

Innovation project portfolio management (IPPM) is a key task in R&D management because this decision‐making process determines which R&D projects should be undertaken and how R&D resources are allocated. Previous research has developed a good understanding of the role of IPPM in R&D strategy implementation and of successful IPPM practices. But the fundamental orientations that drive the strategy formation and implementation process have never been investigated in the context of IPPM, and it is unclear whether successful practices are equally valid for different strategic orientations. This study, therefore, investigates the moderating impact of a firm’s entrepreneurial orientation on the relationship between strategic portfolio management practices and portfolio success. An empirical analysis of 257 firms shows that both innovativeness and risk taking as entrepreneurial orientation’s dimensions positively moderate the relationship between managerial practices and performance. Specifically, we find that firms high in innovativeness profit more from stakeholder engagement compared to firms low in innovativeness. Firms high in risk‐taking profit more from a clearly formulated strategy. With increasing innovativeness and risk‐taking propensity, firms also profit more from business case monitoring and agility in portfolio steering. The results suggest that a firm’s entrepreneurial orientation can leverage the effect of IPPM practices. Vice versa, a lacking entrepreneurial orientation can render these practices ineffective. Strategic orientation and IPPM practices should, therefore, be aligned with each other to enable firms to better implement their strategy and generate competitive advantage.

Status: Publisher's Version
URN: urn:nbn:de:tuda-tuprints-161852
Classification DDC: 300 Social sciences > 330 Economics
600 Technology, medicine, applied sciences > 650 Management
Divisions: 01 Department of Law and Economics > Betriebswirtschaftliche Fachgebiete > Fachgebiet Technologie- und Innovationsmanagement
Date Deposited: 09 Jan 2024 12:12
Last Modified: 21 Feb 2024 14:34
SWORD Depositor: Deep Green
URI: https://tuprints.ulb.tu-darmstadt.de/id/eprint/16185
PPN: 515715956
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