Joris Corthouts, Géraldine Zeimers, Kobe Helsen, Camille Demeulemeester, Thomas Könecke, Thierry Zintz and Jeroen Scheerder
Being innovative is important for non-profit sport organizations in order to meet the ever-changing and increasing societal needs. Understanding why and to what extent…
Abstract
Purpose
Being innovative is important for non-profit sport organizations in order to meet the ever-changing and increasing societal needs. Understanding why and to what extent organizational innovativeness differs between non-profit sport organizations is, therefore, important to assess and increase their chances of survival. The purpose of this study is to compare the structural characteristics and attitudes of innovation attributes between three groups of sport federations (SFs).
Design/methodology/approach
An online self-assessment survey was sent to all recognized regional Belgian SFs (N = 156). Simultaneously, an observational desk research (i.e. media analysis) was carried out. Results from both data collection methods were combined to develop a composite organizational innovativeness-index, based on which the federations were then clustered in three distinct adopter groups.
Findings
Comparative statistics show that structural background characteristics generally are poor indicators for adopter categorization. In contrast, the attitudes about compatibility (i.e. the consistency of innovations with existing values) and complexity (i.e. the extent to which innovations are difficult to apprehend) seem the most important distinctive determinants for the different groups of SFs.
Originality/value
The study's contribution is twofold. First, it offers a methodological contribution with the development of an index, which enables the categorization of non-profit sport organizations according to their organizational innovativeness; thus, it provides a critical counter-argument to the importance of organizational structural background characteristics from previous studies. Second, the study's results may support non-profit sport organizations in improving their innovativeness, for instance by improving the perception of compatibility with innovation or by guiding policymakers in creating a more supportive environment for these organizations to do so.
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Manuel Alonso Dos Santos, Ferran Calabuig Moreno and María Huertas González-Serrano
This study aims to provide a comprehensive explanation of the linkage between premium segments and product innovation. While previous literature confirms that product innovation…
Abstract
Purpose
This study aims to provide a comprehensive explanation of the linkage between premium segments and product innovation. While previous literature confirms that product innovation triggers premium segment emergence, and vice versa, there is no satisfactory explanation regarding the underlying mechanisms that drive the mutual shaping of premium segments and product innovation. This paper attempts to address this gap in literature.
Design/methodology/approach
This study employs a cognitive model of technology trajectories and empirically examines the Japanese rice cooker market using a mixed-methods approach. The methods used consist of content analyses of newspaper articles and press releases and case analyses of manufacturers' new product development.
Findings
Content analyses show the emergence of a premium segment within the Japanese rice cooker market as well as a simultaneous change in technology trajectories. Case analyses subsequently reveal the mechanisms that link the premium segment emergence and technology trajectory changes. The analyses also explore this linkage in detail; market actors' technological frames and interpretation processes mediate the mutual shaping of the premium segment and product innovations.
Originality/value
This study presents quantitative evidence indicating the emergence of a premium segment and changes in technology trajectories. It provides a qualitative explanation for the linkage between these two phenomena, which may serve as a viable foundation for future research in premium strategy.