Zeqian Wang, Chengjun Wang, Xiaoming Sun, Tao Feng, Yalan Wang
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引用次数: 0
Abstract
This study aims to explore strategies for overcoming relational inertia and enhancing their creativity after inter-firm mobility of inventors. The research sample comprises 591 mobile inventors identified using a patent data-based model from Chinese communication technology companies. Employing the framework of dynamic network analysis, this study examines the impact of network closure at different time on overcoming relational inertia and investigates the influence of knowledge structure. The findings suggest that a lower level of past and current network closure is more conducive to knowledge sharing and technological innovation after inter-firm mobility of inventors. Furthermore, mobile inventors with broad and in-depth knowledge structures demonstrate significantly improved knowledge sharing and technological innovation, effectively mitigating relational inertia. These conclusions offer a systematic research perspective and comprehensive theoretical guidance, emphasizing the importance of optimizing network resources and knowledge structures to help inventors overcome relational inertia after inter-firm mobility.
期刊介绍：
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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