先前的研究並未充分探討當管理者對創新的注意力不同時，則公司的搜尋行為將會有所不同，如此將會影響一個公司的創新能力! 我們將整合注意力基礎觀點來討論公司針對創新所進行的的知識搜尋行為。注意力基礎觀點主張管理者注意力是一個組織最珍貴的資源，而且如何分配注意力給特定活動的決定是解釋為何有些公司能夠適應外在環境的變化並且推出新的產品與製程的主要關鍵因素。
為了回應這樣的理論，我們針對全球LCD主要的26家製造廠商，收集它們從西元1980年至西元2001年的專利活動資料，進行本研究的實證。進而得到兩項發現，第一點是：當公司進行知識搜尋行為時,如果使用漸進性注意力與互補性注意力時，會對相同的技術領域產生負面的影響；第二點是:當公司進行知識搜尋行為時,如果是使用破壞性注意力時，會對相同的技術領域產生正面的影響.這樣的實證結果建議:如果一個公司要維持技術領先的位置，則經營者應使用知識搜尋的破壞性注意力。

Previous studies have not fully explored how firms’ search behaviours may be heterogeneous when managers’ attention for innovations is different, in turn, influence innovative competence. We bridge this gap by integrating an attention-based view (ABV) to study firms’ knowledge search behaviours for innovation. Attention-based theories of the firm suggest that managerial attention is the most precious resource of an organization and the decision to allocate attention to particular activities is a key to explain why some firms are able to both adapt to changes in their external environment and to introduce new products and processes. In response to this theory, we collect a longitudinal patent data of 26 major LCD manufacturers from 1980 to 2001 for empirical study and find two insights. First, firms with incremental attention and complementary attention when searching knowledge will correlate negatively to domain impact. Second, firms using radical attention when searching knowledge will correlate positively to domain impact. This empirical study suggests that in order to maintain technological leadership, managers should pay radical attention when they search knowledge.

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