I

ntr
oduct
ion:
Str
ategicandi mplement ati
onbothar equitehardt o
seti
nt hemar ketswhi charenothav i
ngt heabili
tytobet hedev el
oped,theyaret r
y i
ngto
bethedev el
opednotbei ngmat chedwi t
ht hei
rstandards.Thecul t
uraltr
adit
ionshav e
madei tmor ecompl ex,whichcr eatedmuchmor echall
engesf orthemar ket
st ofaceat
everysituati
onalmostwi thf ul
l considerati
on.Thisisquitesamewi ththeinternat
ional
marketingenv i
ronment alr
esul ts,aboutt heexpenditur
es, salesandstrategi
cway st hey
areapply i
ngintheirownenv ir
onment .Theyar esupposedt owat chexpansioni ngrowth
(Cavusgiletal,
2002)andt oav ailtheoppor tuni
ti
esaswel lasthethreatstofacet he
compet i
tiveenvir
onmentsl ightly( Sheth,2011).I
tproducest heoppor t
uniti
esf orthe
scholarstowat choutt heenv i
ronment alpeculi
arit
yandper f
ormance.
Scholarsarequi t
eawayt owardst heirj
obt ocreate
thewealth,t
heyar enotfocusingthemar ketsthat’swhyt hedevelopedmar ketsfail
edin
thei
rmaintenanceoft hestandardsandcamei nemer gingl
evel(Brutanetal,2013).I
t
will
bemuchmor edif
ficul
ttounderstandinf uturebecauseofthegapi ngaining
knowledge.Inthecompet i
tiv
eenv ir
onmentnow, t
heirfocusi
sont heproductivi
tyand
theotheradvantageousway st owardsthedev elopment .
I
tisanexi
sti
ngquesti
ontoseewhet
herthe
i
nnovat
ionexpl
oit
ati
oninl
eadershi
pispossi
bletobethebestchoi
cet
ofacethe
pr
esentwit
htherequi
redr
esul
ts.
St r
ategicleadershipisquiteawel l
-def i
nedaspectof
thefir
mt ogothr oughwi t
ht hestrategydev elopment ,exi
stenceandbei ngsucceeded
(BoalandHooijberg,2001; Finkel
eisteinandHambr ick,1990).Theechel ont heory
demonst r
atedtheend- r
esul toforganization,str
ategicprimealternativesandt hef i
rm’
s
presentat
ioni
st oohandl edbyt het opmanager i
alauthorit
ies(Hambr ickandMason,
1984).Schnei
deretal ,(2005)hascal l
edt hetesti
ngofi nnovati
oni nleader shi
pt o
developthestr
ategicfitforenhanci ngt heperformance.Or ganizati
onal leadershi
pis
call
edthemosti mpor t
antf actorbyJungetal ,(2008)Mumf ordetal (2002) .
Leadershipupheav alisdescribedinmanyar easlike
asi ncreati
vit
yr esear
chby( Mumf ordetal 2002;Redmondetal 1993) ,
renovated
studies(VanDeVenandChu, 1989)andent erpri
sest udi
esGupt aetal (
2004) ;
McGr ath
andMacMi l
lan,(2000);thesestudiesconduct edinthemostdev el
opedmar ketsand
knownasenv i
ronmental changef r
om oldt onew( Harvas-Ol
iveretal 2011);
Vaccar oet
al2012; Damanpour2014) .I
tbecamecl earwi ththecallofSchni ederetal,(
2005)t hat
theleadercreatest heculturetodev el
opani nternal(Porter1996) ,
andanext ernal
strategi
cf i
t(MilesandSnow1994)whi chwi llbesuppor ti
nginr edesigningt
he
surroundingsbySi ggelkow( 2002).
 Leaderspr ovidetheneededf i
ttothef ir
m.Itisshown
i
nt hispaperthatl
eadershipisanimpor t
antaspectt obei nnov
atedfort ur
ningthe
strategi
cfit
nessintheenv i
ronment.Thet urningofleadershipispredi
ct i
ngthatthe
choicewi l
lbeenormousi nthedevelopi
ngmar ket
slikeasGhana&I ndia,wherepower
distance,akeyfoundati
onal v
ari
ableisrecor dedasatt hepeakpoint( Hofstede1984,
1991)andassuchr ecognit
ionofthehierarchyi norganizati
onsistoohi ghalmost.
Thi
sSt udyi
susedt oenhancetheknowledgeabout
t
heleader
shipr
oleinrel
ati
ngcompeti
ti
veadvantagesandtherevol
uti
onaryacti
vi
ti
es
whi
chiscoll
ect
ivel
yfocusedoni
nter
nalandexternal
condit
ionsofthefi
rm.
Iti
simport
antf
ortheleader
stoful
fi
ll
theint
ernal
r
equi
rement
stot
heachi
evementofthef
ir
m’sext
ernalopport
uni
ti
es(Morgan2007).
Leadershi
pr ol
eastheinter
mediarybetweenthe
competi
ti
veandemergi
ngsidedidnotgetthatmuchsuccessenough( Carmeli
etal,
2010)
.Thecurr
entst
udydescri
bedthattheinnovat
ionalonecannothandlet
he
competi
ti
vesi
dethat
’swhyiti
simportanttobesupportedbythetopmanagement .
I
tistooimpor t
antt oknowthati
tdoesnotmeantodo
thethi
ngswhichwill
beapplicabl
eforuniv
er sal
situati
onsbutsometi
mest hebenef
ici
al
effect
sofst
rategi
corient
ati
onaretooapplicable(e.gBoso,et
,al(
2013),
Li &Zohos
(2010).
)
Iti
snotedthattheresearchisbasedonthedev el
oped
economiesmost l
yUSAwhi letheZhoetal,
(2005)notedthebenefitst
othemar ketsbut
suchastheemer gi
ngmar ketswhichi
squiteunknowni ntheprocessofresear
ch.
Drazi
nandSchoonhov enarguedaboutthegenerali
zabi
li
tytotheothereconomieswhile
i
twast ooarguedthattof
ocusonemer gingeconomi esproposethenewadv anced
theor
eti
calconcepts.
Li
ter
atur
eRev
iew:
I
nnov
ati
onandCompet
it
iveAdv age:
ant
Itisquiteavai
labl
ei nfor
mationthatthemar ket
ori
ent at
ionasperthecult
ureandl eadershipwouldtoobehav ingtheindustr
yspecif
ic
marketor i
entati
on,
wherethereist hei
nteracti
onbetweenser viceprovi
derand
customerbecauset hedif
fer
encei screatedont hebasisofpersonal i
nter
acti
on,
rel
ationshipsandserv
icequali
ty(Fombur n1984, Hofstede1991)
Leadershi
pstyl
esuggestionsgoi ngonnowaday s.
Transfor
mati
onali
nfluencessalespeople,formarketori
entation,t
operf
orm aboveand
beyondthecal
lofdutybutalsot hatstr
ongerdir
ectandindirectrel
ati
onshi
pswi t
hsales
perfor
manceandorganizati
onal ci
ti
zenshipbehavior
,tr
ansformat i
onall
eaderbehav
iors
havethanthet
ransacti
onalleaderbehav i
or(MacKenzieatal 2001,
p115).
Oldham Cummings,1996suggestedthatLeader
shi
p
i
sav er
ycr i
ti
cal
aspectoft
heworkenvir
onmentforemployees.Theseminalwork
i
ntr
oductiononTFL,somet
imescal
ledaschari
smaticl
eadership.(
Burns,
1978and
House,1977)
I
tisobser vedt hatinthecompet iti
onthemov estaken
bythefirmsar equi testr engt
henedandv er
yqui ckint heprocesst hef i
rmshav eneeded
theresearchtol ookf ort heotheradv antaget obecr eatedtof acethesur roundings
(DessandPi cken2000) .Creati
vit
ymakest hef ir
m’sposi ti
onst rongandkeepi ngitqui
te
fl
exibl
eandbei ngcapabl etofacet heenv ir
onment al condit
ions( Atuahene- Gi
ma2005) .
Creati
vit
yinser v i
cefirmshasbeenl i
nkedwi t
ht hecompet iti
venessf r
om ther ecent
ti
mesandi ti
squi t
enecessar yforthef i
rmst obei nt hecompet iti
onorwi llingtobe
havingtheexist ence( Dar r
ochandMcNaught on,2002; Graweetal , 2009).Creati
vit
yis
alsoanimpor tantt ool f
orcompet i
tiv
enessi nt hemoder nbusiness-wor l
dt odayandis
alsoknownast hehy per-compet i
ti
on( Otero-Neiraetal ,
2009).
Afir
m’ sabilit
yt ocreat eanunusual wayofmoney
gener ationf r
om t heuncopi edr esourceswi lloffersuchf i
rmst heimpor t
antassets
(Ami tandShoemaker ,
1993) .Howev er,itdoesn’tmeant hatt heasset scal l
edbecause
oftheendowmentbutal sof rom theway swher et her esour cear ecombi nedorutil
ized
(Penrose, 1959).Compet i
tiveadv antagei squiteconcer nedwi ththecr eati
onof
Endowmentandut i
li
zationoft heresourcest hatinwhi chwayt hat’
sgoi ngon( Penrose
1959) .Compani esar einsear chaboutt hecompet i
ti
veadv ant agetobei mplementing
thest rategiesthroughwhi cht heywi l
lbeabl et oincreaseanexci ti
ngi nternalstr
ength
andext ernaloppor t
uniti
es( ChenandTsou, 2012) .Creativit
ychangest hebasi cnatural
focus( McGr athetal 1996)andt her esultwillbeposi tiveinf uturewi t
ht het oday’
s
i
nv estment sbyt heindustriali
zedf i
rm’swhi chi squi t
ei nv i
siblet otheot herinvest
ors
abouttheinvestment s.Thewi l
l
ingnessintheoutcomeistogeneratenewcombi nat
ion
oftheresourcesf orhavingt henewv aluewit
hthenewmar ketsforthenewcust omer
needs.Af i
rm canr educet heuncertaint
yfrom i
tsownsidewhiletheuncer t
aintyhast he
exi
stencefrom itscompet i
tors’si
de(Ami t&Shoemaker1993).Itshowst hatthef i
rm
hasthecompet iti
v eadvant ageintheshapeofinnovat
ionwhichisuncleart othe
compet i
tor
s.Innov ati
onmayenhancet heservi
cesect
oraldevel
opmenti fitwillbe
consider
edbyi tsst r
ategies,intheimplementati
on.
Berr
yetal (2006) ,Anning-Dor sanetal (2015)say s; t
o
showt heinnov ativeser vi
cesi nthepr oductofferi
ngswi llbenewt ot hemar ketsand
customer swhi chi simpor tantf orincreasingthecor ev aluestomakedi f f
erentf rom t he
compet it
oroffer i
ngs.Damanpour ,(1991)suggest edt hei nnovat i
vepr ocesswoul dbe
thechangei nt hei nputs,bringi ngnewel ement slikeast ask-orient edspeci fi
cat ions,
fl
owequi pmentofi nf
or mat ionet ctothepr ocessofaf irm’spr oduct i
on, (Gall
igoetal
2013; Anning-Dor san2016) .Ser vi
cemeanst hev aluepr oductioni nthedel i
very .The
mar keti
nnov ationi stomaket heoppor t
uniti
esandt hreatsmor ebenef iciar
yf ort hef i
rm
i
nt hecompet i
tion.Thef i
rm expl orest heexternalcapabi li
ti
est hrought hemar ket
i
nnov ati
onswhi chi stocr eat ethenewmar ketsandnewcust omerneeds, t
ot ar gett he
customer sandt oidentifythei rneedsandt oreactt hechangei nt hemar ket.
Hy
pot
hesi
s:
I
nnovat
ion’
sprocess,
Producti
nnovati
onandMar
ket
I
nnov
ati
onar
ehav
ingt
heposi
ti
ver
elat
ionwit
hthecompetit
iveadvant
age.
Leader
shi
past
hei
nter
medi
aryi
nther
enov
ati
onandcompet
it
iveadv
ant
age:
Innovat i
onl eader shi pisknownt hedependent
vari
abl einthest udiesofdev elopedeconomi es( Her vasOl i
v eretal 2011; Vaccaroetal
2012; Damanpour2014) .Thi ssi ghti sappar enti ncr eat i
vi
tyr esear ch( Mumf ordetal
2002; Redmondetal 1993)r enov ationst udi es( Vant heVenandChu1989)and
enterpr i
seresearch( Gupt aetal 2004; McGr athandMcMi l
lan2000) .Leaderscr eatethe
rel
ationbet weent hest rategiesandper formances( Bar li
ngetal 2000, Schneider2005,
Crossl andandHambr ick2007, Anni ng-Dor son2017) .Leaderkeepsi nmi ndt he
adapt ati
onofchangewi tht heset upinthest rategieswhi chi nfluencest heper formance
ofthef i
rm.Iti
sshowedt hr ought hest udi est hatt her oleofgi vingt hedescr i
ptionabout
theper formanceoft hef i
rm woul dbeef fi
ci ent l
ypl ayedbyt hel eaderwhi chisnecessar y
toadaptt hechangei nt heenv ir
onmentl at er( Jungetal 2008, Mumf ordetal 2002) .
Organi zati
onalleader shi
pi st hef actorwhi chmayi nf l
uencet hesuccessofi nnov ati
on
(Rober tsandAmi t2003, Pr aj
ogoandAhmed2006) .Itisunder stoodsomet imest hatat
everyl eveli
nanor ganizationl eaderi sthesuper iort hanot her st obal ancethe
moment um unti
l t
her esults( GrossanandApay din2010) .Moder ni
tyisalway s
i
nfluencedbyt heor ganizat i
onal leadershi p.Tocr eateneededcompet i
ti
veadv ant age,
thestrategic-
fi
tismadebyt heleaderofafi
rm.Ani
nternalfi
rm’
scondi
tioni
sthe
organizati
onalleader
shi
pdur i
nginnovati
onimpl
ementati
onwhichenablesi
nnovat
ion
asast rategytowardssuccess.Leadercr
eatest
hef
ittorelat
etheenvi
ronmentwit
hthe
strat
egic-fi
t.
Withtheemer gingmar kets,thel eadershi
pi sv er
y
i
mpor tantforthest rategyi mplement at
ioni nthemar ketingtoo( Bur gessand
Steenkamp2006) .Cul tureistooi mportantf ortheemer gingmar kets(Schwar tz2004).
Thecul t
uremai ntainst hecur r
entsi t
uati
onandav oidthebehav iorswhi chcreat es
disturbancei ngroupt eam- spi
rit
.Theunequal di
stri
butiont othespeci f
icpersonnel in
societyisv ali
dateaccor dingtothehi er
ar chalsystemsoft hepower s,r
esourcesand
roles.Thecompani esar ehav i
ngt hecent rali
zedst r
uctur e,whichhast hedistinctrol
es
i
nt hehi erarchystruct ureandt heobserv ationaboutt hedemandi ntheser v
iceofgoal s
setf r
om t hetop( Bur gessandSt eenkamp2006) .I
tshoul dbeknownt oinsti
tutionstoo
thatinwhi chwayt hef i
rm canber ighttowar dst hesuccessi nthei mplement ation.
Inthear easwherethepowerdi stanceisquitehigh,i
t
meanst hereist heenvir
onmentwher ethepeople(employees)aredependentont he
powerholderort hebossatt hetop.Att hesesit
uati
ons,afirm’sleaderisexpectedtobe
thei
ntermedi arybetweent hei nnov ati
onandt hecompet i
ti
veadv antageduet ohaving
thepowerdi stanceatthemuchmor eextent(Hofst
edeetal 1997).Tohav ethe
compet i
ti
veadv antage,thei nnovationexecutionisshownbyt hel eaderindescri
bing
thefuncti
onst ot heemploy eescl earl
y .

Hy
pot
hesi
s:
Organizat
ionall
eadershi
pistheint
ermediar
yin
cr
eati
ngtheposi
ti
veeff
ectont
heprocessofinnovati
ons,producti
nnovat
ionsandt
he
marketi
nnov
ati
onforbei
nghavet
hecompet i
ti
veadvantage.

Met
hodol
ogy
:
(
a) Fi
gur
esSet
ti
ngandAssembl
i
ng:
I
tistheareaswhicharerur
alr
atherthanurban,i
tis
quit
ev i
sibl
et othepeopleaftert
hisstudythathowmucht hecont
ribut
ionpeople
(employee)thinkthatt
heirbossorleaderdoesinthetopmanagement .
Theseareasaretooli
kel
yasmuchtr
adit
ional,
cult
ural
andt
heparti
ci
pat
ioninthesoci
alacti
vi
ti
esingroupsandshowcasi
ngt
heirgroup
i
dent
it
iesanddi
str
ibut
ingthespeci
fi
ctasksint
hegr oupmembers(
Hofst
edeetal 1997;
Schwart
z2004).Thesear
ea’
seconomi
cal
posi
ti
oni
squi
teweakandsomuchpov
ert
y
(Aduetal
,2013).
Thisst udyisr ecei
vedfrom theoper ati
ngservi
ce
sector
.Therewast hemuchmor edifferencebet weent heresultsofeveryareas
coll
ect
eddat a.Throughmanager
s,theirinformat i
onandt hedi ff
erenceinthei
r
i
nformati
onwasmeasur edwit
hthet hreear eas( Morganetal 2009);whichwere
questi
onappr ehensi
on,t
heinf
ormationcor rectness,andthecer tai
ntyintheanswers.
TheLiker
t5-pointscalei
susedtoappr aisethemeasur einwhi ch1=Strongl
yDisagr
ee
and5=StronglyAgree.
Thedat abaseisbel ongi
ngt othef irmsi nbanki ng,
advisoryservice, i
nsur
ance, r
eselli
ng, communi cationset t
ing,i
nf ormationand
technologyandwel l-
disposedsub- sectors.Wi t
hint heassembl edcasesofeach
categor y,
everyt hi
rdwassel ectedt obet hepar tofst udy.TheQuest ionnai r
eswer ef
il
led
bythemanager swhohav etheknowl edgeaboutt heinnov ati
ons, orDev elopmentsi des
ofbusi ness.Ther esponseswer erecei vedf r
om t heser vi
cef i
rmscol l
ectively.The
categor i
esofbusi nesssidewer e;Fr om theBanki ngi nsti
tuti
ons48. 3%, from t he
i
nsur anceinstituti
ons17.4%, f
rom t heconsul ti
ngf irms13. 4%, fr
om t hecommuni cat
ion
andI Tside6.5%, f
rom thehospitali
ty0. 5%,andf rom t heresell
ingsi de13. 9%wer e
assembl edint hequest i
onnaire.
Todi
scov ertheser
vicesect
or,i
twasdi f
fi
cultthat
’s
whyanalt
ernat
iveappr
oachisused.Throughani nst
it
uteofManagementSci ences,
al
most150peoplewereapproachedfr
om whi ch93peoplerespondedpositi
vel
y.The
compl
etedquesti
onnai
reswere150and10wer euncompletedandreject
ed.

(
b) Var
iabl
eandMeasur
es:
(Aki
mov a2000)
;thecustomer’
sneedsandwants
ful
fi
ll
i
ngwouldbet hecompetiti
veadvantagefort
heproducercompanies.Pr
ici
ng
competency,
productorserv
icequalit
y,andtheef
fect
ivenessi
nfulf
il
li
ngtheneedsand
wantsofthecustomers(Hooley1993).
I
ndependentVar
iabl
es:
Productinnovati
on,processinnov at
ionandmar ket
i
nnov at
ionarethethreedif
ferentt
ypesofi nnovat
ionthatarewi del
ybeenusedi nthe
ser
viceresearch(Si
ril
li
andEv angi
li
sta,1998;Sundbo2003; Sundboetal 2007).Product
i
nnov at
ionistoproducegoodswi thnewof feri
ngswiththecor ebenefits.Process
i
nnov at
ionistheextenttoenhancethealterati
onintheservices.Processi nnovat
ionis
i
mpr ov i
ngt het askspeci f
icati
ons, adopti
ngnewel ement sexampleinputmat erial,
i
nfor mationflowandequi pment( DamanpourandGopal akri
shnan1999, tothef ir
m’s
productionpr ocessGal legoetal ,2013).Mar ketingPr ocessisthecreati
ngnewmar kets
oridentifyi
ngt hechangei nmar ketsorneeds, thiswasscal edbythewor ksofMar ti
nich
2005; Alam 2011; KoandLu2010; andAlegr eetal 2006.Theinnovati
oninmar ketsis
scaledbyanal yzingthepot entialmar ketsfrequent ly,t
obehav ingtheadv antageof
sell
ingfrom thef i
rstti
mes( f
irst-mov eradvantage)i nproductandmar ketdev el
opment
withtheenhancementi nmar kett rendsortoent erinthenewmar ketwiththenew
product.Tomeasur ethemar keti nnovati
on, 5-pointLikertscal
eisused.
Medi
ati
ngVar
iabl
e:
Topr ovidetheneededai dfordevel
opingand
i
mpl ementi
nginthechangingenv ir
onment ,or
ganizati
onal l
eadershi
pisquitevisi
blet
o
beunderconsider
ati
on.Tor epresentasuccessf ul i
nnov at
iveimplementedfir
m, t
he
managementpr ovi
desthesatisfactoryresourcesandmot ivat
ionintheHigh-l
evel
organi
zati
ons.Thestudyrelyi
ngont hewor ksof(Jawor skiandKohli1993,KoandLu
2010,Soui
tari
s2002,andWestetal 2003).
Cont
rol
sVar
iabl
es:
Iti
snotimpossi bl
ewi thdev el
opingt hemi ser y
model s,
nottobeinfl
uencedbytheot herfactors.Cont
rol v
ar i
ablesar eexistingtobe
sureabouttheresul
tsthattheotherfactor
sar enotunjusti
fiablyinfl
uencei t.The
i
nvest menti
ninnovat
ionisquit
ei mportanti
nol dandexpandedf irms.Tomeasur ethe
si
zet henumberofempl oyeesi
susedandt henumberoff ir
m’ sspenty earsinthe
businessisqui
tewelltomeasuret hefi
rm age.Itwasal sotocont rolint heprivateor
publicfi
rms,t
henumberofowner sandt heform ofbusinessowner ship.
Anal
ysi
s:
(AndersonandGer bing1988) ,therelati
onshipint he
i
nnov at
ion,leadershipandcompet i
ti
veadv antage, thecommonl yestabli
shedt wo-stage
procedureisusedt ot estthehypothesi
s.Toassesst hev ali
dit
yoft hemeasur ement
model anddi scri
minantv ali
dit
yofindiv
idual constructs, inthefir
ststep,aCFAwas
conductedonbot hsampl es.Inassessingconst ructv alidit
yandr eli
abi
lit
yofsubj ectiv
e
measur ementi nstr
ument s,theCFAwasusedt otestthepsy chomet r
icproperti
esof
measur ementscal esaswasr ecommended( Mont oya-Wei ssandCal antone,1994) .For
furt
herrelat
ionshipt est
ingCFAal soimpr ovescongener icmeasur ementproper t
iesof
scales(ArnoldandRey nolds2003;LinandHsi eh2006) .Inthesecondst epwi throbust
esti
mat i
onr egressionanal y
siswereper f
ormed.
Toexamineall
thescal
esi
naCFA,themaximum
l
i
kel
i
hoodest
imat
ionpr
ocedur
esexpl
oredi
nthestudy
.Thel
oadi
ngsofthei
temsand
t
heinter
nal
consi
stencyval
uesareassessedtherel
i
abi
l
ityi
nindi
vidual
itemsbyt
he
i
nspecti
ngi
nthestudy(For
nel
landLarcker1981;
Luetal2010).
Regr essi
onanalysi
swer erunontwosetsofdataput
toget
herandcont r
olledforthespecifi
cef f
ectstoest
abli
shthattheresul
tswerer
obust.
Itwasjusttheassessmentf ort
her esult
st hatwhet
hertheresul
tsar
ei mport
antf
orthe
speci
fi
ci nf
luent
ialaspectscoul
daccountf orther
esul
ts.
CommonMet
hodBi
as:
Fort
hecur r
entstudy,
thecommonmet hodbi
aswas
notaprobl
em.I
nourmindaswegotthatthecustomer’
sprefer
encei
schangedabit
basedonti
me.Abi
asfactori
stoomostl
yexplai
ningthechangesint
hemeasures.
Resul
t:
Concl
usi
onandI
mpl
i
cat
ions:
Int hechangi ngeconomi eswhat ’sgoi ngont hrough
thefirm’ spr omi nentenv ironmentspeci al
lyf ortheoper atingser vicef irmswoul dbe
createdbyt hei nnov ati
on.I tisf orthemai ntenancei nt hecompet i
tiveadv antage
i
nnov at ionbecauseoft oday ’
sgr owingsi deoft hechangi ngenv ironment almar ket s.I
t
wouldbet hebesti ft heinnov ationwi llbeatt hefinestst rat egicposi ti
oni naf ir
mf or
beingget tingt hegr owi ngmar ketshar ei nthechangi ngwor l
d.Innov ationi snotusual l
y
usedf ort hemar ketshar e, itisusedf ort heweakper formanceoratt hedul lmeasur es
(Porter ,1996) .Itwi l
lbei nter estingtol istent hatthei nnov at ion’sef fectwoul dn’tbeseen
atthedul lorweakposi ti
ons, butitisspeci al t
reatmentf ori ncreasi ngt hemar ketshar e
withhi ghl yef ficiencyandef fect i
venesst hrought heresear chf orhav ingt hecompet it
ive
advant age.Thei mpl ement ationoft hei nnov ati
onst rategiesi squi tet akingpat hwi ththe
approv alofal eaderwhoi sinsi dethef irm.I nnov ati
onmar ketst r ategieswoul dbe
foll
owedbyt hef irmsi nthi schangi ngwor ld,tobehav ingt hecompet i
tiveadv ant age
andt opar ticipat eint hegr owi ngmar ketneeds.I nnov ational st
udi esdon’ tmakef oolby
sharingt hef irm’ swhi chwi llnotbet hepar tinweal thcr eat ing.Pastst udysay st hati n
thehigh- powerdi stancecul tures,thei nnov at i
onwasbei ngsuppor tedt hrought he
organi zat i
onal leader shipEf fect i
vecapabi lit
ies.Inthest udi eswet hinkt hemar ket
i
nnov at ionwoul dbet heunderf ocusingdet erminantf ort hecompet iti
v eadv antage
creatingi nt hechangi ngwor l
d.I nthi
semer gingwor ld,thei nnov ationwoul dbecr eati
ng
theneededf itint hest rategi cact i
vit
iesandi tsenv i
ronmenti ncr eat ingt hecompet it
ive
advant age.

Manager
ial
possi
blef
utur
eef
fect
s:
Thef i
rmsoper ati
ngi nt hechangingwor l
dar e
supposedt oi nvestt heiramounti ntheinnov ationsidecont i
nuously,
iftheyar ewi l
lingto
mai ntai
ncompet it
iveadv ant age.Int hechangi ngwor ld,mar keti
nnov ati
onspr ovidet he
effectiv
esi dei ncr eatingcompet i
t i
veadv antagef orthef ir
msi nthechangi ngwor ld.
Ther eist hegr owthi nt hechangi ngwor lddayt oday, t
heirneedswoul dbef il
ledpr operly
byt heinnov ationwhi chcanbepr ovedast hecompet i
tiveadvantagef orthef i
rms.For
theser vicef i
rms, thei mpl ement at i
onoft hest rat
egiesf ortheinnovationwi l
l toobe
prov edcompet i
ti
veadv ant age.Manager smaymov ef oral ongerperiodtowar dst he
i
nnov at
ioni nsear choft hepot entialmarkets,(Mar t
inich2005) ,whichhav et he
existencel i
keast headv ant ageoff i
rst-
mov erint hepr oductandt hedev eloping
mar kets( Alam 2011)andbei ngont opatmar ketchanges( KoandLu2010) .Asi ti s
suppor tedbyt he(Guetal ,2008)t hroughmar ketdev elopmentormar ketinnov at
iont he
changei nmar ket
sof ferthedi f
ferentdev el
opingoppor tunit
iesforfi
rmsandf ullnot abl
e
oft headv antagewoul dt oobepossi bl
e.Throughbei ngwi thanewcor ebenef i
tof fered
i
nt hepr oduct , ser vi
cef irmswoul dt oobeabl et oi ncr easet heirhi ghlyr at edposi tions
(Beryetal ,2006)andt obet hesameonewi tht hesamepr oductf ort hei nnov ationi n
product( Sundboetal ,2007) .Ser vicef i
rmsmustmov eont owar dspr ocessdev eloping
throught her eset ti
ngoft heirser vicesi det ocr eatenewv aluest reamst obewi t
ht he
growi ngv aluef orbei ngcompet iti
v e.Int hechangi ngmar ket s,l
eader shi pper spect ive
playst her oleofani nt ermedi ar ybet weenst rategyi nnov at i
onandt hedev eloping
(compet it
ive)adv ant age.Forcr eat i
v i
ty( Mumf or detal 2002)l eader shi pasachangi ng
dependentv ar i
abl e, innov at i
ng( CrossanandApay di n,2010)andent repr eneur ship
orient ation( Gupt aetal 2004) .Leader shi pisapl ay er,throughwhi chst rategi escanbe
thepar tofst rat egichappeni ngsal mosti nthear easwher ecul t
ur eexi sts.Leader ship
mustpl ayani mpor tantr ol eint heexi stence.Thecul tural sidef or cesunequal
distribut i
onofr ank, posi ti
ons, andt heav ail
ingcapi tal accor dingt othecul tural
speci alties, ali
kesamet hest rategi cact i
viti
eswi l
l bei mpl ement edbyt heaut hor i
zed
i
ndi vidual .Toachi evet heobj ect iv
es, thef i
rmsar ef ocusi ngont hecent ral structuref or
creat i
ngt hehi er archal st ruct ure( Bur gessandSt eenkamp2006) .Itissupposedt hatt he
l
eader shi pwoul dbef ocusi ngont hei mpl ement ationofi nnov ationi nt hepr oduct ,if
therei st hemov ementt owar dst hecr eat i
onofcompet i
ti
v eadv ant age.Tocr eatea
compet iti
veadv ant age, thet opmanager saresupposedt obei mpl ement ingt he
i
nnov at i
onwhi lei twoul dn’ tber ightonl yt odev elopt hepr ocessi nnov at ionj ust .
Leader shi pist odel iverempl oy eesbehav iorincr eat i
ngcompet itiveadv ant age.
(Hof stedeetal )suggest edt hatcent r al
izationandt hehi erarchal struct ur ewoul dbe
helpf ul.Itisappr ov edbyt hest udyt hatwhatt heHof stedeetal st udywasaboutt he
cultur eandhi er archyst ruct ur et owar dst hemanagementofor gani zat ion.Tocr eat ethe
cor r
ectst ruct ur easwel last hest ruct ur esideofi nst it
ut i
ons, f
orhav i
ngt hesuccessf ul
i
mpl ement at i
onwhi chwoul dbedel iveredi napr opermanner .

Theor
eti
cal
mov
eonf
orf
utur
e:
Iti
squi teclearf rom t her esearcht hatt hecul turewouldn’tbebenef icialfort
he
strategicactivit
ieswhi let hemaj oraut horizedonewoul dn’tbeablet omai ntainthe
schedul espr operly.Thesur roundi ngscr eatei tselfchangel i
keast heinst i
tuti
onsar e
creatingdifferencebet weenbot hdev elopedandi nsti
tuti
onalsectors.Schwar tzsai
d
thatt hechangei nmar ket sf orcest het eam wor kwhi chwillbehav i
ngt heindependency
i
nt heshar ingoft heirfeel ings, t
heirnor mset c.Themanager saresupposedt obeactive
i
nt hissenset obesuccessf ul inthechangesofmar kets.Thecur r
entr esultisquite
basedont heEchel ont heor ywhi chsay sthatt hel eadershi
psi deofaf irm mustbe
effect i
vetogett hedev elopmenti nt hest r
at egies, i
nimplement ingthepl annedact i
vit
ies
andt obesuccessf ul(Finkel steinandHambr i
ck, 1990).Topmanager i
alper sonnel
woul dbet hei mpor tantsi dewhi chwi l
l bemost l
yinfl
uencingt hestrategicand
i
mpl ement ationsi de( Hambr i
ckandMason1984) .
 Itisdir
ectlysaidt hatthemai nkeypl ayeristhel eaderi nservi
cef i
rmswhocome
tochanget heempl oy eespsy cheandl eadt hem t owardst hecr eat
ionofcompet it
ive
adv antage.Themaxi mum benef ici
alef f
ectwoul dbei fthel eaderonewoul dbemov ing
onwi t
ht heinnovationpr ocessr esearchaswel lasthei mplement ati
ondev elopment.As
i
twast heresearchbyt heHof stedecul t
ur alvalues,thi
sr esearchistoohav ingthe
resultsi nit
sfavorlikeast osayt hatt
hecul turalaspectwoul dtoobei nfl
uencingi
n
creatingcompet i
tiv
est rat egi
eswi t
hthei rimpl ementationt hroughapr opercapable
one’sl eading.Ther esear chmustbedonei ntheot herinstituti
onalatt
ribut
est ocr
eate
strategiest ogai
nt hecompet i
ti
veadv ant age.

Ref
erence:
(Avl
onit
ies,
GJandGonari
sSP1997)
,st
atedaboutt
hecompanyper
for
manceand
ori
entat
ionoft
hemarket
.
(Fomburn1984,
Hof
stede1991)
,aboutt
hedi
ff
erentaspect
sont
hei
ndust
ri
alspeci
fi
c
cult
uresandnor
ms