Theoretical analysis
| Study | Theoretical lens | Context | Focus of attention | Key findings related to innovation | Identified gap |
|---|---|---|---|---|---|
| Ocasio (2011) | Attention-Based View (ABV) | Conceptual/firm-level | Attentional perspective, selection, engagement | Clarifies how organizational attention structures shape strategic decision-making | Does not contextualize attentional mechanisms in innovation-intensive or sustainability-oriented settings |
| Ocasio and Joseph (2018) | ABV, managerial cognition | Large organizations | Distributed attentional processes | Shows how attentional structures influence strategic choices and organizational outcomes | Limited treatment of how strategic leadership channels attention specifically toward sustainable innovation |
| Joseph and Wilson (2018) | ABV, strategic decision-making | Multilevel organizational settings | Managerial attention as a resource | Emphasizes managerial attention as a scarce, allocable resource affecting performance | Does not explain how attention is mobilized through risk mitigation and resource orchestration for innovation |
| Pan Fagerlin and Wang (2021) | ABV, strategic leadership | Innovation and strategy contexts | Locus of managerial attention | Argues that leader's attentional focus shapes strategic priorities and responses to environmental stimuli | Does not fully incorporate innovation contextualization or sustainable innovation outcomes |
| Quansah et al. (2022) | ABV, innovation strategy | Firm-level innovation | Attention to innovation opportunities | Shows that attention to innovation can influence strategic choices and innovation activities | Limited examination of deep-tech, government-funded R&D teams and sustainability-oriented innovation performance |
| Tikas (2023b, 2024a) | ABV, innovation capabilities | Innovation-oriented firms | Attention capabilities for innovation | Highlights need for attentional capabilities to identify and exploit innovation opportunities | Does not specify how strategic leadership builds these capabilities in high-uncertainty, public R&D contexts |
| Zhang et al. (2022) | Strategic leadership, innovation ecosystems | Innovation ecosystems | Leadership focus on innovation | Finds that strategic leadership can foster innovation-supportive ecosystems | Does not theorize mediating mechanisms of risk mitigation and resource orchestration |
| Liu et al. (2023) | Strategic leadership, culture | Organizational innovation | Vision and innovation culture | Shows shared vision and innovation-supportive culture foster innovation behaviors | Lacks integration with ABV and does not model sustainable innovation performance as an outcome |
| Lee (2021) | Dynamic capabilities | Innovation strategy | Sensing, seizing, reconfiguring | Demonstrates that dynamic capabilities drive innovation and competitive advantage | Does not explicitly link dynamic capabilities with ABV or strategic leadership's attentional role |
| Sirmon et al. (2011) | Resource orchestration | Strategic management | Structuring, bundling, leveraging resources | Explains how resource orchestration enhances performance | Does not incorporate attention structures or sustainable innovation in government-funded R&D teams |
| Wang et al. (2020) | Resource orchestration, capabilities | Firm-level performance | Dynamic resource allocation | Shows how managerial decisions on resource deployment affect outcomes | Does not integrate ABV or model leadership-driven resource orchestration for sustainability |
| Jia et al. (2022) | Resource orchestration, innovation | Innovation-intensive firms | Orchestrating innovation-critical resources | Finds resource orchestration supports superior innovation performance | Focuses on resource use, but not on how managerial attention structures and leadership jointly shape orchestration |
| Lorentz et al. (2021) | Risk management, supply/innovation chains | Networks/value chains | Identification and categorization of risks | Emphasizes structured attention to risks to protect value chains | Does not connect risk mitigation to ABV or model it as a mediator between strategic leadership and innovation |
| da Silva Etges and Cortimiglia (2019) | Innovation risk management | Innovation projects | Risk identification, prioritization, resource allocation | Shows systematic risk management improves innovation project outcomes | Does not integrate attentional mechanisms or strategic leadership into the risk-innovation relationship |
| Hock-Doepgen et al. (2021) | Risk and innovation portfolios | Firm-level | Prioritizing high-impact risks | Highlights importance of focusing attention on high-probability, high-impact risks | Lacks explicit ABV framing and does not study sustainable innovation performance |
| Shaikh and Randhawa (2022) | Stakeholder engagement, innovation | Innovation ecosystems | Collective attention and external stakeholders | Shows stakeholder engagement enhances innovation outcomes | Does not combine stakeholder-focused attention with risk mitigation and resource orchestration in a unified model |
| Bocken and Ritala (2022) | Sustainable innovation, stakeholder focus | Sustainability-oriented innovations | Attention to stakeholder problems | Argues that focusing on stakeholder problems supports sustainable innovation | Does not explicate attentional sub-systems (perspective, selection, engagement) or strategic leadership's role |
| Study | Theoretical lens | Context | Focus of attention | Key findings related to innovation | Identified gap |
|---|---|---|---|---|---|
| Attention-Based View (ABV) | Conceptual/firm-level | Attentional perspective, selection, engagement | Clarifies how organizational attention structures shape strategic decision-making | Does not contextualize attentional mechanisms in innovation-intensive or sustainability-oriented settings | |
| ABV, managerial cognition | Large organizations | Distributed attentional processes | Shows how attentional structures influence strategic choices and organizational outcomes | Limited treatment of how strategic leadership channels attention specifically toward sustainable innovation | |
| ABV, strategic decision-making | Multilevel organizational settings | Managerial attention as a resource | Emphasizes managerial attention as a scarce, allocable resource affecting performance | Does not explain how attention is mobilized through risk mitigation and resource orchestration for innovation | |
| ABV, strategic leadership | Innovation and strategy contexts | Locus of managerial attention | Argues that leader's attentional focus shapes strategic priorities and responses to environmental stimuli | Does not fully incorporate innovation contextualization or sustainable innovation outcomes | |
| ABV, innovation strategy | Firm-level innovation | Attention to innovation opportunities | Shows that attention to innovation can influence strategic choices and innovation activities | Limited examination of deep-tech, government-funded R&D teams and sustainability-oriented innovation performance | |
| ABV, innovation capabilities | Innovation-oriented firms | Attention capabilities for innovation | Highlights need for attentional capabilities to identify and exploit innovation opportunities | Does not specify how strategic leadership builds these capabilities in high-uncertainty, public R&D contexts | |
| Strategic leadership, innovation ecosystems | Innovation ecosystems | Leadership focus on innovation | Finds that strategic leadership can foster innovation-supportive ecosystems | Does not theorize mediating mechanisms of risk mitigation and resource orchestration | |
| Strategic leadership, culture | Organizational innovation | Vision and innovation culture | Shows shared vision and innovation-supportive culture foster innovation behaviors | Lacks integration with ABV and does not model sustainable innovation performance as an outcome | |
| Dynamic capabilities | Innovation strategy | Sensing, seizing, reconfiguring | Demonstrates that dynamic capabilities drive innovation and competitive advantage | Does not explicitly link dynamic capabilities with ABV or strategic leadership's attentional role | |
| Resource orchestration | Strategic management | Structuring, bundling, leveraging resources | Explains how resource orchestration enhances performance | Does not incorporate attention structures or sustainable innovation in government-funded R&D teams | |
| Resource orchestration, capabilities | Firm-level performance | Dynamic resource allocation | Shows how managerial decisions on resource deployment affect outcomes | Does not integrate ABV or model leadership-driven resource orchestration for sustainability | |
| Resource orchestration, innovation | Innovation-intensive firms | Orchestrating innovation-critical resources | Finds resource orchestration supports superior innovation performance | Focuses on resource use, but not on how managerial attention structures and leadership jointly shape orchestration | |
| Risk management, supply/innovation chains | Networks/value chains | Identification and categorization of risks | Emphasizes structured attention to risks to protect value chains | Does not connect risk mitigation to ABV or model it as a mediator between strategic leadership and innovation | |
| Innovation risk management | Innovation projects | Risk identification, prioritization, resource allocation | Shows systematic risk management improves innovation project outcomes | Does not integrate attentional mechanisms or strategic leadership into the risk-innovation relationship | |
| Risk and innovation portfolios | Firm-level | Prioritizing high-impact risks | Highlights importance of focusing attention on high-probability, high-impact risks | Lacks explicit ABV framing and does not study sustainable innovation performance | |
| Stakeholder engagement, innovation | Innovation ecosystems | Collective attention and external stakeholders | Shows stakeholder engagement enhances innovation outcomes | Does not combine stakeholder-focused attention with risk mitigation and resource orchestration in a unified model | |
| Sustainable innovation, stakeholder focus | Sustainability-oriented innovations | Attention to stakeholder problems | Argues that focusing on stakeholder problems supports sustainable innovation | Does not explicate attentional sub-systems (perspective, selection, engagement) or strategic leadership's role |