The roles of gamification, knowledge creation, and entrepreneurial orientation towards firm performance

In a highly competitive industry,it has been a best practice that dynamic capabilities guide technology firms to cope with challenging situations.Meanwhile,knowledge creation enables the firm to condition the success and continuity of innovations,entrepreneurial orientation to support companies in winning the competition,and gamification to engage employees in a collaborative way towards better firm performance.This study examines how technology companies can improve their performance using gamification,knowledge creation,and entrepreneurial orientation.To test the proposed model,we collected data using a questionnaire survey of 124 technology companies in Indonesia.The theoretical model used structural equation modeling(SEM)with SmartPLS 3.The results show that all constructs have a direct and positive relationship,except for the direct relationship between gamification and firm performance.Thus,entrepreneurial orientation and knowledge creation are essential components of technology companies that mediate the effect of gamification on firm performance.This study provides a theoretical and empirical basis for the antecedents of technological firm performance.

Which Strategy Maximizes the Innovation Output of Firms in China:Using a Control or an Entrepreneurial Sphere?

Innovation is a key stimulus for firms’survival and growth.However,many of Chinese firms fail to make it due to the lack of adequate financial resources.Previous studies have been deeply investigated the relationships between financial resources and firms’innovation performance.This paper extends such stream of the literature by focusing on a vital question for entrepreneurs:how to maximize innovation output under resource constraints.Based on an extensive dataset collected at Zhongguancun Science Park(ZSP),Beijing,China,over the period 2011-2014,this paper discusses whether entrepreneurs should pursue extra public funding(control sphere).Besides,this paper also provides empirical evidence for entrepreneurs to make proper choices about resource allocation(entrepreneurial sphere).This paper hypothesizes that enterprises allocating resources by using the entrepreneurial sphere,rather than the control sphere,can advance innovation output.To test our hypothesis,this paper adopts a dynamic panel model estimated by a bootstrapbased bias correction procedure.We find that,in advancing innovative performance,the entrepreneurial sphere is more effective than control.Indeed,at the overall level,the crowding out effect merely offsets the additionality effect when enterprises pursue extra public funding.Therefore,the control sphere does not play an essential role in advancing innovation performance.Thus,extra efforts in that direction will turn out to be in vain.Consequently,as a policy implication we claim that entrepreneurs should spend more time and energy on productive activities rather than lobbying and rent-seeking.In addition,managers should allocate resources properly for internal knowledge creation,external knowledge absorption and S&T activities.