Understanding innovation performance and its antecedents: A socio-cognitive model

Rong Tsu Wang, Chieh-Peng Lin*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

24 Scopus citations


Little attention in the previous literature has been paid to understanding employees' factors that drive customer development knowledge and performance from the perspective of social psychology. Drawing on social cognitive theory, this study validates a research model that examines the above issue. In the setting of new product development across high-tech firms in Taiwan, this study postulates that innovation self-efficacy, role conflict, and role ambiguity influence innovation performance directly and indirectly via the mediation of customer knowledge development and innovation outcome expectation. This study contributes to the social science literature by applying social cognitive theory to the rarely explored area of innovation performance and by presenting an operationalization of role stressors (i.e., role ambiguity and role conflict) in the area. Lastly, managerial implications and limitations from the empirical findings are provided.

Original languageEnglish
Pages (from-to)210-225
Number of pages16
JournalJournal of Engineering and Technology Management - JET-M
Issue number2
StatePublished - 1 Apr 2012


  • Customer knowledge development
  • Role ambiguity
  • Role conflict
  • Self-efficacy

Fingerprint Dive into the research topics of 'Understanding innovation performance and its antecedents: A socio-cognitive model'. Together they form a unique fingerprint.

Cite this