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Том 12 • Номер 1 • Январь-март 2022 ISSN 2222-0372 Russian Journal of Innovation Economics
Первое
экономическое издательство
Methodological analysis of the composition of innovation management: competences and the impact of its elements on innovation performance
Hu Guiyu 1
1 RUDN University, Moscow, Russia
АННОТАЦИЯ:_
Целью данной статьи является анализ основных компонентов компетенций в области управления инновациями высокотехнологичных предприятий, а также влияния различных переменных компетенций на инновационную эффективность высокотехнологичных предприятий. Большая часть предыдущих исследований была сосредоточена на влиянии управления инновациями на эффективность инноваций. В немногих исследованиях анализировались конкретные компоненты компетенций в области управления инновациями, и почти ни в одном исследовании не проводился эмпирический анализ вклада различных компетенций в области управления инновациями в эффективность инноваций. В этой статье предлагаются пять переменных, которые составляют компетенцию предприятий в области управления инновациями, и выдвигаются пять гипотез, демонстрирующих, что пять переменных оказывают существенное влияние на эффективность инноваций. Было проведено анкетирование на 206 высокотехнологичных предприятиях. Для проверки факторного состава различных переменных и их вклада в инновационную эффективность высокотехнологичных предприятий с помощью SPSS25 был проведен факторный анализ. Результаты исследования показывают, что компетенция в области стратегического управления инновациями, инновационная организационная культура, инновационная организационная структура, компетенция в области управления инновационными знаниями и компетенция в области управления инновационными проектами оказывают значительное положительное влияние на эффективность инноваций. Статья будет полезна для ученых, интересующихся исследованиями в области управления инновациями на высокотехнологичных предприятиях, составом компетенций в области управления инновациями и эффективностью инновационной деятельности предприятий. Статья может быть использована в качестве руководства по совершенствованию компетенций в области управления инновациями и повышению эффективности инновационной деятельности высокотехнологичных предприятий.
ФИНАНСИРОВАНИЕ. Статья подготовлена при поддержке Программы стратегического академического лидерства РУДН.
КЛЮЧЕВЫЕ СЛОВА: инновационный менеджмент, высокотехнологичные предприятия, компетенция в области управления инновациями, эффективность инноваций, множественный линейный регрессионный анализ.
Introduction
The main research purpose of this paper is to clarify the constituent factors of innovation management competence and the influence of different factors on innovation performance.
Through the questionnaire survey of high-tech enterprises, 206 valid data were collected, and factor analysis was carried out through SPSS25 to verify the factor composition of different variables and their contribution to the innovation performance of high-tech enterprises, and to clarify the composition system of innovation management competences.
Most of previous researches are still in the theoretical stage, and the main research content focuses on the importance of innovation management and the impact of innovation management on innovation performance. Few studies have analyzed the specific components of innovation management competence, and the specific content of different factors. Almost no studies have empirically analyzed the contribution of different innovation management competence factors to innovation performance through actual data.
For companies that want to truly improve their innovation management competences, needs to clarify the specific composition of innovation management competences and the contribution of different elements to the improvement of innovation management competences, to realize the optimal allocation of invested innovation resources.
ABSTRACT:_
The purpose of this article is to analyze the main components of the innovation management competence of high-tech enterprises, and the influence of different competence variables on the innovation performance of high-tech enterprises. Most of previous research focuses on the impact of innovation management on innovation performance. Few studies have analyzed the specific components of innovation management competence, and almost no research has conducted empirically analyzed about the contribution of different innovation management competence to innovation performance. On the basis of previous research, this article proposes five variables that constitute the innovation management competence of enterprises, and establishes five hypotheses to demonstrate that the five variables have a significant impact on innovation performance. 206 valid data were collected through questionnaire survey of high-tech enterprises. Factor analysis was carried out through SPSS25 to verify the factor composition of different variables and their contribution to the innovation performance of high-tech enterprises. The research results show that innovation strategic management competence, innovation organizational culture, innovation organizational structure, innovation knowledge management competence, and innovation project management competence all have a significant positive impact on innovation performance. Scholars who are interested in research on innovation management of hightech enterprises, the composition of innovation management competences, and enterprise innovation performance can obtain useful information from this article. This paper has an important reference for high-tech enterprises to improve their innovation management competences and improve their innovation performance.
Funding: This paper has been supported by the RUDN University Strategic Academic Leadership Program.
KEYWORDS: innovation management, high-tech enterprises, innovation management competence, innovation performance, multiple linear regression analysis
JEL Classification: 031, 032, 033, L26, Mil, M21 Received: 28.02.2022 / Published: 31.03.2022
© Author(s) / Publication: PRIMEC Publishers For correspondence: Hu Guiyu (6762O557O0qq.com)
CITATION:_
Hu Guiyu (2022) Methodological analysis of the composition of innovation management: competences and the impact of its elements on innovation performance [Methodological analysis of the composition of innovation management: competences and the impact of its elements on innovation performance]. Voprosy innovatsionnoy ekonomiki. 12. (1). - 341-360. doi: 10.18334/vinec.12.1.1 14394
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In the first part of this paper, on the basis of previous research the author puts forward five hypotheses, namely, innovative strategic management competences, innovative organizational culture, innovative organizational structure, innovative knowledge management competences, innovative project management ability have a significant positive impact on innovation performance
The second part mainly focuses on the design of the questionnaire, including how to develop the scale, and clarifies the variable composition and measurement of innovation management ability, and conducts a descriptive statistical analysis of the collected questionnaires.
In the third and fourth part of this paper, by using SPSS 25.0 to carry out the data analysis of the relationship between innovation management ability and innovation performance, firstly, the author analyzes the reliability and validity of the questionnaire, then performs factor analysis on the variables to find out the key factors. Then, the author carries out multiple regression analysis to verify the research hypothesis, clarifies the relationship between variables and innovation performance, and the contribution of different variables to innovation performance.
The research results of this paper have an important reference for high-tech enterprises to improve their innovation management competences and improve their innovation performance. The five components of innovation management competences have specific corresponding indicators and contents. Enterprises can compare their own development to identify the cause of low innovation performance or long-term lack of breakthrough growth in innovation performance. Find the shortcomings of innovation management competences and effectively improve innovation performance.
1. Methodological analysis of the composition of innovation management competences and the impact of its elements on innovation performance
Regarding the composition of innovation management competence, Mao (2006) believes that innovation management competences are composed of strategic management competences, technological innovation management competences, market demand management competences, and basic management competences [3] (Mao Wuxing, 2006). Per Sundstrom (2009) believes that except innovation strategy perspective, projects management also important. He proposed that innovation management ability consists of the ability to
ОБ АВТОРЕ:_
Hu Guiyu, Postgraduate, Higher School of Industrial Policy and Entrepreneurship (6762O557O0qq.com)
ЦИТИРОВАТЬ СТАТЬЮ:_
Hu Guiyu Methodological analysis of the composition of innovation management: competences and the impact of its elements on innovation performance // Вопросы инновационной экономики. - 2022. -Том 12. - № 1. - С. 341-360. doi: 10.18334/vinec.12.1.1 14394
construct innovative organizational culture, project management ability and innovative team building ability [19] (Per Sundstrom, Annika Zika-Viktorsson, 2009). Tidd (2006) believes that innovation management competence includes a whole process of innovation strategy formation and innovation project implementation.
On the basis of previous research, this paper proposes the five key components of innovation management competence: innovation strategic management competence, innovation organizational structure, innovation organizational culture, innovation knowledge management competence, and innovation project management competence.
The primary purpose of improving innovation management competences of enterprises is to better improve innovation performance. Therefore, this paper establishes the hypothesis that each factor has a significant positive impact on innovation performance.
Innovative strategic management competences
Innovation strategic management means that the enterprise determines its mission; the leadership attaches great importance to and supports innovation, and sets the enterprise's strategic goals according to the internal and external environment and internal conditions of the organization.
Richaed Adams [1] (Adams, Bessant, Phelps, 2006) and Benn Lawson [2] (Benn Lawson, Danny Samson, 2001) put forward the variables of innovation strategic management competence when analyzing the composition of innovation management competence. The results of Mao Wuxing's empirical analysis show that there is a positive correlation between innovation strategic management competence and enterprise innovation performance [3] (Mao Wuxing, 2006).
Therefore, this study establishes the following assumptions:
Hypothesis 1: Innovation strategic management competence has a significant positive impact on innovation performance.
Innovative knowledge management competences
Stevenson proposed that the essence of knowledge management is the means and tools used to control enterprise knowledge [4] (Stevenson, Gumpert, 1985). Liu proposed that The knowledge management process includes knowledge generation, acquisition, transfer, sharing, storage, reconstruction, utilization and protection [5] (Liu Lei, Qiao Zhong, Liu Chang, 2012). Tanigawa's research shows the specific process mainly includes knowledge collection, organization, storage, learning, assimilation and application [6] (Tanigawa, An Yufa, Liu Chang, 2011).
Gold, et al. (2001) proposed that knowledge management competence have an important influence in the technological innovation performance of enterprises [7] (Gold, Malhotra, Segars, 2001). The influence of knowledge management ability on the performance of technological innovation of enterprises presents structural changes [8] (Xie Hefeng, 2012).
Therefore, this study establishes the following assumptions:
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Hypothesis 2: Innovation knowledge management ability has a significant positive impact on innovation performance.
Innovative organizational structure
The organizational structure that supports innovation and the related organizational characteristics plays an important role in the implementation of innovation strategies and the development of innovation projects.
Zhao proposed that the formalization and specialization of organizational structures can effectively improve employee's working efficiency and has a positive impact on the performance output [9] (Zhao Xiaolu, 2008).
Wang found that the higher the degree of formalization of the organizational structure, the less resistance it is to coordinate with customers and departments of the enterprise [10] (Wang Hui, Chen Jianbin, Li Yuxia, 2011). Nahm's study shows that the formalized organizational structure, the level of horizontal integration and the efficiency of internal communication have a positive impact on enterprise performance [11] (Nahm, Vonderembse, Koufteros, 2003).
Therefore, the study established the following hypotheses:
Hypothesis 3: The organizational structure that supports innovation has a significant positive impact on innovation performance.
innovative organizational culture
Organizational culture is the spiritual connotation of an organization's values, concepts, beliefs, and habits. Culture that supports innovation can motivate employees to innovate, and encourage employees to continuously pursue culture with an innovative spirit and a spirit of cooperation.
Feng pointed out that organizational culture has a significant positive predictive effect on innovation competence and organizational performance, and innovation competence plays a certain mediating role in the relationship between organizational culture and organizational performance [12] (Feng Cailing, 2019).
Yin's practical study pointed out that corporate culture has a significant impact on innovation cognition, decision-making and performance. The stability of corporate culture is also crucial, and a certain intensity of organizational value orientation are conducive to the acceptance and implementation of innovation decisions [13] (Yin Chong, 2009).
Therefore, this study establishes the following assumptions.
Hypothesis 4: An organizational culture that supports innovation has a significant positive impact on innovation performance.
innovative project management competences
Elena Huergo illustrates the impact of technology management on innovation. Technology management variables including cooperation, technical specialization level, and
market demand, innovation planning, innovation monitoring, special technical personnel and so on [14] (Elena Huergo, 2006). Thamhain's study emphasizes effective communication, effective project planning and support systems, stable long-term organizational goals and priorities that influence innovation performance and innovation outcomes, and illustrates the control of design innovation processes. Mechanisms are very important [15] (Thamhain, 1990). Therefore, this study established the following hypotheses:
Hypothesis 5: Innovation project management ability has a significant positive impact on innovation performance.
Innovation management competence is a comprehensive competence, different variable of innovation management competence together promote innovation performance. Therefore, this study establishes hypotheses to prove the relationship between the main constituent variables of innovation management competence and innovation performance, analyzes the impact of variables on innovation performance.
2. Research design on the relationship between innovation management competence and innovation performance
In this study, research on the relationship between innovation management ability and innovation performance is mainly conduct through questionnaires to collected date and make analyses.
The survey process mainly adopts the methods of Email, telephone survey and direct interview. A total of 360 questionnaires were distributed in the research on high-tech enterprises, and 206 valid samples were finally obtained, with an effective rate of 57.2%.
After analyzing the composition of innovation management variables, this study developed the scale. The development of the scale was mainly based on the research literature, and the scale with high reliability and validity was selected.
Table 1
Variable composition and measurement of innovation management competence
Measurement index of innovation Strategy Management competence Sources of Metric Metrics
Specifically for the planning and management of innovation projects, monitoring changes in the internal and external environment of innovation projects Richard Adams [1] (Adams, Bessant, Phelps, 2006), Benn Lawson [2] (Benn Lawson, Danny Samson, 2001), Xingwu Mao [3] (Mao Wuxing, 2006), Tufan [18] (Tufan Koc, Cemil Ceylan, 2007)
Corporate executives are entrepreneurial and innovation is seen as a key factor affecting organizational success
The company's technology innovation strategy supports the organization's strategy, and the innovation strategy is shared and applied to each department and project
Measurement Index of Innovative Knowledge Management competence Sources of Metric Metrics
Finish of table 1
Measurement index of innovation strategy Management competence sources of Metric Metrics
Innovative ideas come from different departments of the organization and the quantity and quality of ideas is high Richard Adams [1] (Adams, Bessant, Phelps, 2006), Gold [7] (Gold, Malhotra, Segars, 2001), Hefeng Xie [8] (Xie Hefeng, 2012), Linjie Zhao [16] (Zhao Linjie, Tang Shukun, 2007)
Constructive ideas are evaluated, responded to and implemented if justified and innovative ideas are supported by the incentive system
Enterprises will use suppliers or collaborating units, customers, rivals, universities and research institutes to participate in innovation, and employees with special technical skills and technical experience in the project
Measurement Index of Innovative Organizational Structure competence Sources of Metric Metrics
Frequently communication between the various innovation project teams of the enterprise and between departments Zhao Xiaolu [9] (Zhao Xiaolu, 2008), Wang Hui [10] (Wang Hui, Chen Jianbin, Li Yuxia, 2011), Nahm [11] (Nahm, Vonderembse, Koufteros, 2003), Xu Qingrui [17] (Xu Qingrui, 2007), Tufan Koc [18] (Tufan Koc, Cemil Ceylan, 2007)
There are cross-departmental teams in the business for product and process innovation
The enterprise has a good level of matrix management
Enterprises show the characteristics of learning organizations. For example, there are channels for learning and communication, etc.
In team work, work is designed to encourage autonomy
Employees are empowered to make decisions in innovative project and have the right to plan and control management practices.
The design of the corporate organizational structure encourages employees to participate in decision-making
Measurement Index of Innovative Organizations Cultural competence Sources of Metric Metrics
Established an incentive mechanism for innovative teams Richard Adams [1] (Adams, Bessant, Phelps, 2006), Feng [12] (Feng Cailing, 2019), Yin [13] (Yin Chong, 2009), An Jingwen [20] (An Jingwen, Li Yuanchun, Liu Haidong, Zhen Haihong, Liang Ruiwen, 2006)
The organization has a clear vision and values for innovation, and the business tolerates innovation failures and well-intentioned mistakes, and tolerates risk
Build an atmosphere that fosters innovation, individuals with changing motivations and challenging behaviors
Measurement index of Innovative Project Management competence Sources of Metric Metrics
Engineers are responsible for innovation and have a responsibility to ensure the implementation of ideas Elena Huergo [14] (Elena Huergo, 2006), Thamhain [15] (Thamhain, 1990), Xu Qingrui [17] (Xu Qingrui, 2007), Tufan [18] (Tufan Koc, Cemil Ceylan, 2007), Per Sundstrom [19] (Per Sundstrom, Annika Zika-Viktorsson, 2009)
The organization establishes a rigorous plan and establishes milestones, while having the flexibility to solve technical problems, considering plans based on new perspectives and processes
Establish a feedback mechanism to analyze the reasons for changes
It is the responsibility of innovation team members to discuss changes in customer needs through customer feedback, to continuously improve products of innovative projects, and to find technical solutions
Channels and methods of information collection with innovative project development, and a place for communication
According to the feedback information, make adjustments to the changes of innovation projects, and continuously carry out predictions for future innovations
Source: compiled by the author based on the literature.
Innovation performance and its measurement
The measurement of innovation performance can measure the patents applied for and authorized by the company, the formulation of industry standards, and the market share of new products. Some studies suggest that innovation output can be measured by patents, including the number of patents, and the successful application of patents in a given period. Scherer's research shows that patents are also related to the economy can measure the economic effects of patents by the profit of new products [21] (Scherer, 1988). Based on previous research on the measurement indicators of innovation performance, this study selected four indicators: the company has a satisfactory new product profit margin in the past three years, the market share of the company's new products, the company's patent applications in the past three years and in terms of the number of authorizations, the company plays a major role in the formulation of industry standards.
Table 2
Descriptive analysis of questionnaires
Enterprise size Below 100 employees 36.4%
Between 100-300 employees 23.8%
Between 300-500 employees 11.2%
Between 500-1000 employees 13.6%
The number of employees is between 1000-2000 9.7%
More than 2000 employees 5.3%
Enterprise nature State-owned 5.82%
State holding 20.9%
Wholly foreign owned enterprise 8.73%
Collectively owned 1.45%
Private enterprise 46.6%
Mixed ownership 16.5%
Industry Transformation of traditional industries 36.4%
New material technology 6.8%
Electronics and information technology 28.6%
Pharmaceutical biology 11.2%
New energy 8.3%
Resource and environmental technology 2.42%
High-tech service industry 5.8%
Aerospace 0.48%
R&D investment ratio in 2021 R&D investment 0-5% 16%
R&D investment 5-10% 44.2%
R&D investment 10-15% 18%
R&D investment 15-30% 12.1%
R&D investment of more than 30% 9.7%
Source: compiled by the author based on statistical results.
Descriptive statistical analysis was carried out on the obtained 206 valid sample data, and the samples of the questionnaires involved enterprises of different natures and industries, which were representative to a certain extent.
3. Empirical analysis and research conclusions of the impact of innovation management competence on innovation performance
By using SPSS 25.0 to carry out the data analysis of the relationship between innovation management ability and innovation performance, firstly, the factor analysis is carried out on the variables, and the reliability and validity of the questionnaire is analyzed to find out the key factors;
The reliability and validity of the questionnaire and the results of factor analysis
Before the factor analysis, the Bartlett test and KMO value test used in this study to determine whether the factor analysis is suitable. After factor analysis, reliability was tested using Cronbach's Alpha.
Table 3
KMQ values of each measured variable and Bartlett's intensite test
measure variable KMo values Bartlett's test
chi-square approximation Degrees of freedom p-value
Innovative strategic management competences 0.770 5BB.244 э P<0.001
Innovative knowledge management competences 0.765 479.106 э P<0.001
Innovative organizational structure 0.94э 1550.052 21 P<0.001
Innovative organizational culture 0.764 47э.э96 э P<0.001
Innovative project management competences 0.920 B16.BB9 15 P<0.001
Innovation performance 0.B49 B04.520 6 P<0.001
Source: arranged based on data analysis results.
Both the KMO value and Bartlett's test passed the test, indicating that the factor analysis is suitable as it shown in table 3.
Factors analysis of the variable innovation strategic management competence
In the process of factor analysis in this paper, the factor load of the variable is greater than 0.5 as the standard, and the items that do not meet the above requirements are eliminated.
Table 4
Factor composition of innovation strategy management competence variables
Item Factor Composition
Specifically for the planning and management of innovation projects, monitoring changes in the internal and external environment of innovation projects 0.892
Corporate executives are entrepreneurial and innovation is seen as a key factor affecting organizational success 0.900
The company's technology innovation strategy supports the organization's strategy, and the innovation strategy is shared and applied to each department and project 0.919
Source: arranged based on data analysis results. Table 5
Factor composition of the variables of innovative knowledge management
competence
item Factor Composition
Innovative ideas come from different departments of the organization and the quantity and quality of ideas is high 0.878
Constructive ideas are evaluated, responded to and implemented if justified and innovative ideas are supported by the incentive system 0.877
Enterprises will use suppliers or collaborating units, customers, rivals, universities and research institutes to participate in innovation, and employees with special technical skills and technical experience in the project 0.863
Source: arranged based on data analysis results. Table 6
Factor composition of innovative organizational structure
item Factor Composition
Frequently communication between the various innovation project teams of the enterprise and between departments 0.858
There are cross-departmental teams in the business for product and process innovation 0.818
The enterprise has a good level of matrix management 0.854
Enterprises show the characteristics of learning organizations. For example, there are channels for learning and communication, etc. 0.777
In team work, work is designed to encourage autonomy 0.723
Employees are empowered to make decisions in innovative project and have the right to plan and control management practices. 0.811
The design of the corporate organizational structure encourages employees to participate in decision-making 0.839
Source: arranged based on data analysis results.
The lowest factor loading is 0.892. The explained variance of the factor is 0.90364>0.5. The Cronbach's Alpha value of the generated factor is 0.946>0.7, which indicates that the factor scale is reliable, has passed the consistency test, and has good reliability.
It can be seen from the analysis results that the lowest factor loading is 0.863, therefore all the items can be retained. The explained variance of the generation factor is 0.87299>0.5. The Cronbach's Alpha value is 0.925, which indicates that the factor table is reliable, has passed the consistency test, and has good reliability.
The lowest factor loading of the question term is 0.723; therefore all the question terms can be retained. The explained variance of the generation factor was 0.81136>0.5. The Cronbach's Alpha value is 0.961, which indicates that the factor table is reliable, and it has passed the consistency test, and has good reliability.
Table 7
Factor composition of innovative organizational culture
item factor composition
Established an incentive mechanism for innovative teams 0.BB0
The organization has a clear vision and values for innovation, and the business tolerates innovation failures and well-intentioned mistakes, and tolerates risk 0.B71
Build an atmosphere that fosters innovation, individuals with changing motivations and challenging behaviors 0.B62
Source: arranged based on data analysis results. Table 8 Factor composition of innovation project management competence variables
item factor composition
Engineers are responsible for innovation and have a responsibility to ensure the implementation of ideas 0.B02
The organization establishes a rigorous plan and establishes milestones, while having the flexibility to solve technical problems, considering plans based on new perspectives and processes 0.721
Establish a feedback mechanism to analyze the reasons for changes 0.710
It is the responsibility of innovation team members to discuss changes in customer needs through customer feedback, to continuously improve products of innovative projects, and to find technical solutions 0.714
Channels and methods of information collection with innovative project development, and a place for communication 0.721
According to the feedback information, make adjustments to the changes of innovation projects, and continuously carry out predictions for future innovations 0.61B
Source: arranged based on data analysis results.
The lowest factor loading is 0.880. The explained variance of the factor is 0.87100>0.5. The Cronbach's Alpha value of the generated factor is 0.923>0.7, which indicates that the factor scale is reliable, has passed the consistency test, and has good reliability.
The lowest factor loading of this item is 0.710; therefore all the terms can be retained. The explained variance of the generation factor is 0.71437>0.5. The Cronbach's Alpha value is 0.918, which indicates that the factor table is reliable, and it has passed the consistency test and has good reliability.
Table 9
Summary of Cronbach's Alpha values for each measurement variable
Measurement variable Number of questions Cronbach's Alpha Value
Innovative strategic management competences 3 0.946
Innovative knowledge management competences 7 0.961
Innovative organizational structure 7 0.961
Innovative organizational culture 3 0.923
Innovative project management competences 6 0.918
Innovation performance 4 0.945
Source: arranged based on data analysis results.
Through factor analysis, the Cronbach's Alpha values of the five variables are all >0.7 and the overall reliability meets the requirements. Through the reliability test, the scale used in this study has a high level of reliability.
At the same time, the explained variances of each variable are all greater than 0.5, indicating that the scale has a good level of validity.
4. Innovation management and innovation performance regression analysis results
Before carrying out regression analysis, test for multicollinearity and normal distribution among variables. After passing the above test, carry out regression analysis on the variables to test the relationship between each variable and innovation performance.
Multicollinearity test
Table 10
Results of multicollinearity analysis
Variable Tolerance Statistics Variance inflation factor (ViFl
Innovative strategic management competences 0.101 9.945
Innovative knowledge management competences 0.102 9.848
Innovative organizational structure 0.123 8.136
Innovative organizational culture 0.128 7.798
Innovative project management competences 0.179 5.596
Source: arranged based on data analysis results.
When 0<VIF<10, there is no multicollinearity; when 10<VIF<100, there is strong multicollinearity; when VIF>100, there is severe multicollinearity. If the tolerance of an independent variable is less than 0.1, the collinearity problem may be serious.
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It can be seen from the above table that the VIF in all models is less than 10, so there is no close linear relationship between the assumed variables. It can be seen that there is no obvious multicollinearity in this study, and regression analysis can be carried out.
Normal distribution detection
Whether the data is normally distributed can be observed by using the Q-Q chart, which compares the degree of agreement between the theoretical quantile and the actual quantile. If it obeys a normal distributio n, the data points basically co incide with the theoretical straight line.
Figure 1. Q-Q diagram of innovative strategic management Source: own elaboration.
Figure 2. Q-Q diagram of innovative knowledge management Source: own elaboration.
Figure 3. Q-Q diagram rf innovative organizational structure Source: own elaboration.
6 5 4 ft
НЖМ vafc»
С 1 0
i 0 1 2 3 <J Measured velu \ 5 6 e
Figure 4. Q-Q diagram of innovative organizational culture Source: own elaboration.
2 3 4 5 Measured value
Figure 5. Q-Q diagram of innovative project management competences Source: own elaboration.
From the above normal distribution graph, we can know that the points in the graph are roughly on a straight line, so the data sat isfies the no rmal distribution.
Variable composition of innovation management competence and innovation performance
A regression analysis was carried out on the variables of independent innovation management competence and innovation performance. The fit of the model is shown in the following table with good goodness of fit, and the results are shown in table 11. It shows that the regression relationship can explain more than 95% of the variance of the dependent variable.
Table 11
Goodness of fit of the model
Model R R Square Adjusted R Square
1 0.979 0.959 0.958
Source: arranged based on data analysis results.
Regression analysis was carried out on innovation performance, and T-test was used for the results, sig < 0.05, the test results were significant, and the original hypothesis was accepted. The regression results are shown in table 12.
Table 12
Results of regression analysis
Dependent variable independent variable Beta T Sig R2
Innovation Performance Constant 0.000 0.937
Innovative strategic management competences 0.269 5.985 0.000
innovative organizational structure 0.213 5.231 0.000
Innovative organizational culture 0.233 5.855 0.000
Innovative knowledge management competences 0.154 3.442 0.001
Innovative project management competences 0.152 4.492 0.000
Source: arranged based on data analysis results.
The standardized partial regression coefficient is to compare the degree of influence of each variable through standard normal transformation. It can be used to directly compare the influence degree of the corresponding variable of each variable, so the coefficient of the regression equation here can be used to determine the importance and weight of the variable.
According to the results of empirical analysis, innovation strategic management competence, innovation organizational structure, innovation organizational culture, innovation knowledge management competence, and innovation project management competence all have a significant positive impact on innovation performance. The correlation coefficients between the five variables and innovation performance are shown in table 13.
Table 13
Research model of the relationship between innovation management competence
and innovation performance
innovation performance
variable correlation coefficient
Innovative strategic management competences 0.269
innovative organizational structure 0.21Э
Innovative organizational culture 0.2ЭЭ
Innovative knowledge management competences 0.154
Innovative project management competences 0.152
Source: arranged based on data analysis results.
Through regression analysis, it can be seen that the influence of each component variable on innovation performance is different, and the relative importance of each component variable can be judged by the correlation coefficient.
The innovation strategy management variables show the most significant relationship with innovation performance. Therefore, organizations need to attach importance to the accumulation of knowledge, establish a knowledge transformation and learning mechanism, and at the same time carry out organizational innovation strategy management, promote the participation of project-level personnel in the formulation of organizational strategies, and ensure the sharing of innovation strategies in the organization.
The innovation organization culture has the second influence on innovation performance. A corporate culture that supports innovation can motivate employees to innovate, and encourage employees to continuously pursue excellence.
The innovation organization structure has the third influence on innovation performance. It is necessary to build a flexible and diversified organization that can promote employee participation in decision-making, empower employees to have autonomy in the organization.
Innovation knowledge management ability also has a significant impact on innovation performance. The ability to generate high-quality innovative ideas in an organization and to ensure that innovative ideas can be selected and evaluated and implemented in the organization is a major factor affecting organizational innovation performance.
Innovation project management competences also have an important impact on innovation performance. Establish flexible plans in the organization, establish milestones, and coordinate through plan implementation and meetings. At the same time, ensure that team members have a sense of responsibility for innovation, find problems, collect data, and make team members responsible for innovation through task decomposition and responsibility decomposition.
CONCLUSION
On the basis of previous research, this paper combines the theoretical analysis of innovation management competence, as well as the analysis of the connotation and status
quo of innovation management competence of high-tech enterprises, puts forward five hypotheses that is five variables, namely innovation strategic management competence, innovation knowledge management competence, innovation organizational structure, innovative organizational culture and innovative project management ability, all have significant positive effects on innovation performance.
The data collection method of this study was mainly through questionnaires. The survey objects are mainly high-tech enterprises that carry out innovation activities. 206 valid data were collected through questionnaire survey.
After collecting the data, factor analysis is carried out on the variables firstly, the reliability and validity of the questionnaire are analyzed, and the key factors of each variable are found out. Secondly, use SPSS25 to carry out multiple linear regression analysis to verify the research hypothesis and clarify the contribution of different variables to innovation performance.
According to the results of empirical analysis, all five variables have a significant positive impact on innovation performance, in descending order of influence, innovation strategy management competence, innovation organizational culture, innovation organizational structure, innovation knowledge management competence, and innovation project management competence.
The research results of this paper have an important reference value for high-tech enterprises to improve their innovation management competences and improve innovation performance. The five components of innovation management competences have specific corresponding indicators and contents.
Enterprises can identify the reasons for low innovation performance or the long-term lack of breakthrough growth in innovation performance, find the shortcomings of innovation management competences, and effectively improve innovation performance
acknowledgments:
This paper has been supported by the professional talent training program in Russia, Ukraine and Belarus. We thank the distinguished professor L.A. Fedorova provided many suggestions for this article. Thank the enterprises that provided effective dates and materials and highly cooperated with my research work.
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вопросы ИННОВАЦИОННОЙ экономики № 1'2022 (Январь-март)
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