Mutual fund investors are supposed to make long-term investments instead of striving for quick fortunes. However, the dynamics of funds' ability to generate abnormal returns over their lifetime is still an unattended issue. This paper provides evidence on the liability of newness and liability of aging theory that funds' investment skill changes to the positive or negative over time. Our results find strong support for an underperformance of mature funds consistent with the liability of aging theory. Furthermore, the observed diseconomies of life result from older funds pursuing less innovative investment strategies. The lack of innovation manifests in less performance enhancing trading and fewer investments in hard-to-value stocks. Still, we provide evidence that less performance sensitive as well as non-institutional investors seek investments in mature funds and that they benefit from more stable investment styles and performance outcomes.
{"title":"Milk or Wine: Mutual Funds’ (Dis)economies of Life","authors":"Laura K. Dahm, Christoph Sorhage","doi":"10.2139/ssrn.2631615","DOIUrl":"https://doi.org/10.2139/ssrn.2631615","url":null,"abstract":"Mutual fund investors are supposed to make long-term investments instead of striving for quick fortunes. However, the dynamics of funds' ability to generate abnormal returns over their lifetime is still an unattended issue. This paper provides evidence on the liability of newness and liability of aging theory that funds' investment skill changes to the positive or negative over time. Our results find strong support for an underperformance of mature funds consistent with the liability of aging theory. Furthermore, the observed diseconomies of life result from older funds pursuing less innovative investment strategies. The lack of innovation manifests in less performance enhancing trading and fewer investments in hard-to-value stocks. Still, we provide evidence that less performance sensitive as well as non-institutional investors seek investments in mature funds and that they benefit from more stable investment styles and performance outcomes.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116218851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The commercialization of technological innovation, which is key to entrepreneurial success, represents a combination of several entrepreneurial activities. Building on research in management, strategy, entrepreneurship, and economics, this research summarizes 194 articles from 62 journals, categorizing them into six broad entrepreneurial activity themes: sources of innovations, types of innovation, market entry competence and feasibility, protection, development, and deployment. This review and synthesis suggest a framework of commercialization and an agenda for future research along with recommendations and guidance for future research. The proposed agenda provides topics and research questions for research, as well as related recommendations regarding the study and practice of the commercialization of innovation.
{"title":"Understanding Commercialization of Technological Innovation: Taking Stock and Moving Forward","authors":"Avimanyu Datta, D. Mukherjee, Len Jessup","doi":"10.1111/radm.12068","DOIUrl":"https://doi.org/10.1111/radm.12068","url":null,"abstract":"The commercialization of technological innovation, which is key to entrepreneurial success, represents a combination of several entrepreneurial activities. Building on research in management, strategy, entrepreneurship, and economics, this research summarizes 194 articles from 62 journals, categorizing them into six broad entrepreneurial activity themes: sources of innovations, types of innovation, market entry competence and feasibility, protection, development, and deployment. This review and synthesis suggest a framework of commercialization and an agenda for future research along with recommendations and guidance for future research. The proposed agenda provides topics and research questions for research, as well as related recommendations regarding the study and practice of the commercialization of innovation.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126434923","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
1. This is a paper where what is unsaid is as much important to me as what is said. Ultimately, I would say it made me think with a hammer, but still left me frustrated. The theory-practice debate has always engaged me as a practicing administrator, but I could hold on fondly to my prejudices until I began to write this.2. I have tried to answer two questions: 1. Are multiple paradigms good for organizational theory? 2. Is theory valid for its own sake or for its relevance and usefulness to the practitioner? I have begun by trying to see the reasons for the theory-practice divide: Theory does not capture complexity, the heterogeneous nature of the practitioner audience, theory’s emphasis on what ‘ought to be’ than process and politics, distance from local reality, and theory creating theoreticians, not actors.3. In Part II, I have tried to see if a bridge can be built. History, Globalization and the emergence of Professional disciplines (management, public policy) seem to be closing the gap. Part III is a discussion of Professional/Practitioner Rationality vis-a-vis Technical Rationality and the nature of Professional theory. In Part IV I have concluded that given the complex nature of reality, and given that theory and practice validate each other; a multi-paradigmatic discipline like organizational studies is more equipped to provide answers than other mono-paradigmatic sciences.4. Early on, I began to have doubts (a) Is it not better to leave theory free to find validation in itself than in practice? (b) Is it the practitioner’s responsibility to sift and find answers or the theorist’s to cater to practicality? (c) Is it good for a discipline to be self engaged or engage with the world outside itself? As I read more and more to find clarity, what I found were heartening echoes in literature rather than answers. My questions remain, but I hope I am a bit wiser now in not having all the answers.
{"title":"Theory and Practice-Dichotomy & Resolution. And the Validation of Multi-Paradigmatic Organization Studies","authors":"K. Gopalan","doi":"10.2139/ssrn.2541201","DOIUrl":"https://doi.org/10.2139/ssrn.2541201","url":null,"abstract":"1. This is a paper where what is unsaid is as much important to me as what is said. Ultimately, I would say it made me think with a hammer, but still left me frustrated. The theory-practice debate has always engaged me as a practicing administrator, but I could hold on fondly to my prejudices until I began to write this.2. I have tried to answer two questions: 1. Are multiple paradigms good for organizational theory? 2. Is theory valid for its own sake or for its relevance and usefulness to the practitioner? I have begun by trying to see the reasons for the theory-practice divide: Theory does not capture complexity, the heterogeneous nature of the practitioner audience, theory’s emphasis on what ‘ought to be’ than process and politics, distance from local reality, and theory creating theoreticians, not actors.3. In Part II, I have tried to see if a bridge can be built. History, Globalization and the emergence of Professional disciplines (management, public policy) seem to be closing the gap. Part III is a discussion of Professional/Practitioner Rationality vis-a-vis Technical Rationality and the nature of Professional theory. In Part IV I have concluded that given the complex nature of reality, and given that theory and practice validate each other; a multi-paradigmatic discipline like organizational studies is more equipped to provide answers than other mono-paradigmatic sciences.4. Early on, I began to have doubts (a) Is it not better to leave theory free to find validation in itself than in practice? (b) Is it the practitioner’s responsibility to sift and find answers or the theorist’s to cater to practicality? (c) Is it good for a discipline to be self engaged or engage with the world outside itself? As I read more and more to find clarity, what I found were heartening echoes in literature rather than answers. My questions remain, but I hope I am a bit wiser now in not having all the answers.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130152115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2014-07-03DOI: 10.1061/(ASCE)ME.1943-5479.0000301
C. Dossick, Anne Anderson, R. Azari, Josh Iorio, Gina Neff, J. Taylor
Engineering teams collaborating in virtual environments face many technical, social and cultural challenges. In this paper we focus on distributed teams making joint unanticipated discoveries in virtual environments. We operationalize Dossick and Neff’s definition of “Messy Talk” as a process in which teams mutually discover issues, critically engage in clarifying and finding solutions to the discovered issues, exchange their knowledge, and resolve the issue. Can globally distributed teams use “Messy Talk” via virtual communication technology? We analyzed the interactions of four distributed student teams collaborating on a complex design and planning project using building information models (BIM) and the CyberGRID, a virtual world specifically developed for collaborative work. Their interactions exhibited all four elements of Messy Talk, even though resolution was the least common. Virtual worlds support real time joint problem solving by 1) providing affordances for talk mediated by shared visualizations, 2) supporting team perceptions of building information models that are mutable and 3) allowing transformations of those models while people were together in real time. Our findings suggest that distributed team collaboration requires technologies that support Messy Talk -- and iterative trial-and-error -- for complex multidimensional problems.
{"title":"Messy Talk in Virtual Teams: Achieving Knowledge Synthesis through Shared Visualizations","authors":"C. Dossick, Anne Anderson, R. Azari, Josh Iorio, Gina Neff, J. Taylor","doi":"10.1061/(ASCE)ME.1943-5479.0000301","DOIUrl":"https://doi.org/10.1061/(ASCE)ME.1943-5479.0000301","url":null,"abstract":"Engineering teams collaborating in virtual environments face many technical, social and cultural challenges. In this paper we focus on distributed teams making joint unanticipated discoveries in virtual environments. We operationalize Dossick and Neff’s definition of “Messy Talk” as a process in which teams mutually discover issues, critically engage in clarifying and finding solutions to the discovered issues, exchange their knowledge, and resolve the issue. Can globally distributed teams use “Messy Talk” via virtual communication technology? We analyzed the interactions of four distributed student teams collaborating on a complex design and planning project using building information models (BIM) and the CyberGRID, a virtual world specifically developed for collaborative work. Their interactions exhibited all four elements of Messy Talk, even though resolution was the least common. Virtual worlds support real time joint problem solving by 1) providing affordances for talk mediated by shared visualizations, 2) supporting team perceptions of building information models that are mutable and 3) allowing transformations of those models while people were together in real time. Our findings suggest that distributed team collaboration requires technologies that support Messy Talk -- and iterative trial-and-error -- for complex multidimensional problems.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129368094","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper identifies how productivity shocks propagate within a multi-divisional organization and induce organizational change. Key ingredients are the presence of cross-divisional spillovers, background uncertainty associated with technology choices, and local information about the riskiness of innovation. When authority is decentralized and spillovers are small, a shock that increases the productivity gap across divisions increases the relative performance of centralization over decentralization and can lead the organization to centralize authority. Centralization: i) helps to curb the innovative ambitions of the manager of the most productive division, which hurt spillovers; and ii) improves communication within the organization when communication is most needed.
{"title":"Centralize or Decentralize? How Productivity Shocks Affect Authority in Organizations","authors":"Umberto Garfagnini","doi":"10.2139/ssrn.2127229","DOIUrl":"https://doi.org/10.2139/ssrn.2127229","url":null,"abstract":"This paper identifies how productivity shocks propagate within a multi-divisional organization and induce organizational change. Key ingredients are the presence of cross-divisional spillovers, background uncertainty associated with technology choices, and local information about the riskiness of innovation. When authority is decentralized and spillovers are small, a shock that increases the productivity gap across divisions increases the relative performance of centralization over decentralization and can lead the organization to centralize authority. Centralization: i) helps to curb the innovative ambitions of the manager of the most productive division, which hurt spillovers; and ii) improves communication within the organization when communication is most needed.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123517050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Elif Bascavusoglu-Moreau, S. Kopera, E. Wszendybył-Skulska
Creativity, innovation and entrepreneurship are slogans that have become an integral part of modern tourism economy. Creativity and innovation of tourism economy as well as the meaning of creativity in tourism business are intensely discussed. Today, creativity is being frequently analyzed as a basic feature of actions performed on a daily basis in terms of both personal and professional life, a feature that every employee is required to possess. It means that employers and, above all, the education system must feel it necessary to develop certain conditions in which human creativity can be shaped, which is understood as a system that enables us to adjust to constantly changing environment and take a risk to apply new solutions to particular problems. The article aims to present the role of creativity in development of innovation in tourism as well as factors that improve it. The analytical part of the article will concentrate on the analysis of, inter alia, two significant groups of creativity determinants: factors related to availability of qualified staff on the local labor market as well as info-structure of tourism businesses.
{"title":"The Role of Creativity in Development of Innovation in Tourism","authors":"Elif Bascavusoglu-Moreau, S. Kopera, E. Wszendybył-Skulska","doi":"10.7341/2013911","DOIUrl":"https://doi.org/10.7341/2013911","url":null,"abstract":"Creativity, innovation and entrepreneurship are slogans that have become an integral part of modern tourism economy. Creativity and innovation of tourism economy as well as the meaning of creativity in tourism business are intensely discussed. Today, creativity is being frequently analyzed as a basic feature of actions performed on a daily basis in terms of both personal and professional life, a feature that every employee is required to possess. It means that employers and, above all, the education system must feel it necessary to develop certain conditions in which human creativity can be shaped, which is understood as a system that enables us to adjust to constantly changing environment and take a risk to apply new solutions to particular problems. The article aims to present the role of creativity in development of innovation in tourism as well as factors that improve it. The analytical part of the article will concentrate on the analysis of, inter alia, two significant groups of creativity determinants: factors related to availability of qualified staff on the local labor market as well as info-structure of tourism businesses.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116666622","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
German Abstract: Der folgende Beitrag geht der Frage nach, wie Stiftungen soziale Innovationen fordern konnen. Der erste Teil beschaftigt sich mit dem Organisationstyp der Stiftung, dem regulatorischen Umfeld und dominanten Strategien, die zur Zweckverwirklichung eingesetzt werden. Stiftungen wird das Potenzial zugeschrieben als Impulsgeber und soziale Innovatoren auftreten zu konnen. Dies konnte bisher aber insbesondere wegen der unscharfen und inflationaren Verwendung des Innovationsbegriffs kaum uberpruft werden. Der zweite Teil widmet sich daher dem Ursprung und den neuesten Erkenntnissen der sozialwissenschaftlichen Forschung uber soziale Innovationen. Eine Definition wird vorgestellt und der Prozess sozialer Innovation beschrieben. Im dritten Teil werden die Erkenntnisse aus der Innovationsliteratur auf die Arbeit von Stiftungen bezogen. Zum Schluss wird ein Idealtyp einer Stiftung fur soziale Innovationen vorgestellt.English Abstract: The following article explores the question of how foundations can promote social innovations. The first part deals with the foundation as organizational type, its regulatory environment and dominant foundations strategies. Foundations are often described as catalyst and initiators of social innovation. However, if foundations really can fulfill this role has been difficult to assess. The term social innovation was used rather as a buzz word and without sufficient analytical reflection. Therefore, the second part of the paper discusses social innovation from a social science research perspective. A definition is provided and the process of social innovation is explained. In the third part the concept of social innovation is applied to foundations. Different tools foundations can use to initiate and promote social innovations are discussed. Finally, an ideal type of a foundation for social innovation is presented.
{"title":"Stiftungen Und Soziale Innovationen (Foundations and Social Innovation)","authors":"S. Bethmann","doi":"10.2139/ssrn.2464232","DOIUrl":"https://doi.org/10.2139/ssrn.2464232","url":null,"abstract":"German Abstract: Der folgende Beitrag geht der Frage nach, wie Stiftungen soziale Innovationen fordern konnen. Der erste Teil beschaftigt sich mit dem Organisationstyp der Stiftung, dem regulatorischen Umfeld und dominanten Strategien, die zur Zweckverwirklichung eingesetzt werden. Stiftungen wird das Potenzial zugeschrieben als Impulsgeber und soziale Innovatoren auftreten zu konnen. Dies konnte bisher aber insbesondere wegen der unscharfen und inflationaren Verwendung des Innovationsbegriffs kaum uberpruft werden. Der zweite Teil widmet sich daher dem Ursprung und den neuesten Erkenntnissen der sozialwissenschaftlichen Forschung uber soziale Innovationen. Eine Definition wird vorgestellt und der Prozess sozialer Innovation beschrieben. Im dritten Teil werden die Erkenntnisse aus der Innovationsliteratur auf die Arbeit von Stiftungen bezogen. Zum Schluss wird ein Idealtyp einer Stiftung fur soziale Innovationen vorgestellt.English Abstract: The following article explores the question of how foundations can promote social innovations. The first part deals with the foundation as organizational type, its regulatory environment and dominant foundations strategies. Foundations are often described as catalyst and initiators of social innovation. However, if foundations really can fulfill this role has been difficult to assess. The term social innovation was used rather as a buzz word and without sufficient analytical reflection. Therefore, the second part of the paper discusses social innovation from a social science research perspective. A definition is provided and the process of social innovation is explained. In the third part the concept of social innovation is applied to foundations. Different tools foundations can use to initiate and promote social innovations are discussed. Finally, an ideal type of a foundation for social innovation is presented.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"249 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114479923","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Caroline Munthe, Lars Uppvall, M. Engwall, Lars Dahlén
This paper examines deviations in complex product development. Based on an extensive case study, using participant observations, interviews, and data from deviation reports, it illustrates the causes, procedures, management challenges of deviations, and organizational roles devoted to deviation management. Based on the rich data material, it furthermore proposes a typology of deviations developed for a better understanding of this significant empirical phenomenon.
{"title":"Dealing with the Devil of Deviation: Managing Uncertainty During Product Development Execution","authors":"Caroline Munthe, Lars Uppvall, M. Engwall, Lars Dahlén","doi":"10.1111/radm.12045","DOIUrl":"https://doi.org/10.1111/radm.12045","url":null,"abstract":"This paper examines deviations in complex product development. Based on an extensive case study, using participant observations, interviews, and data from deviation reports, it illustrates the causes, procedures, management challenges of deviations, and organizational roles devoted to deviation management. Based on the rich data material, it furthermore proposes a typology of deviations developed for a better understanding of this significant empirical phenomenon.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126394934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Juan Mejía-Trejo, J. Sánchez-Gutiérrez, José Francisco Haro-Beas
The Knowledge Management (KM) improves the innovation in the firms based on information (OECD, 2003). Gebert, Geib, Kolbe, & Riempp, (2013) showed the sense of information: for, from and about the customers, that increase the market opportunities; this is called Customer Knowledge Management (CKM). The different Innovation Stages (INNOVS) increase the competitive advantage (OECD, 2005). Hence: ?Which is the conceptual model that relates the variables, dimensions and indicators from CKM with INNOVS? A questionnaire was designed using Likert scale and the Cronbach's alpha for confidence measurement, Pearson's Correlation and Multiple Regression Analysis (MRA) with stepwise method, was applied in 200 SME's belonging to the software developer sector located in Guadalajara City (SDSGC), Mexico. Independent variables are based on CKM to explain the dependent variable INNOVS. CKM as a Driver Innovation (CKMADI) and CKM other sources of Knowledge (CKMOSK) on INNOVS showed correlation.
知识管理促进了企业基于信息的创新(OECD, 2003)。Gebert, Geib, Kolbe， & Riempp，(2013)显示了信息感:为了客户，来自客户和关于客户，增加了市场机会;这就是客户知识管理(CKM)。不同的创新阶段(INNOVS)增加竞争优势(OECD, 2005)。那么，将CKM的变量、维度和指标与INNOVS联系起来的概念模型是什么?采用李克特量表和Cronbach’s alpha进行置信度测量，采用Pearson’s Correlation and Multiple Regression Analysis (MRA)逐步分析方法，对墨西哥瓜达拉哈拉市(SDSGC)软件开发行业的200家中小企业进行问卷调查。自变量基于CKM来解释因变量INNOVS。CKM as a Driver Innovation (CKMADI)和CKM other sources of Knowledge (CKMOSK)在INNOVS上表现出相关性。
{"title":"Customer Knowledge to Improve the Innovation: The Relationship in México.","authors":"Juan Mejía-Trejo, J. Sánchez-Gutiérrez, José Francisco Haro-Beas","doi":"10.2139/ssrn.2508402","DOIUrl":"https://doi.org/10.2139/ssrn.2508402","url":null,"abstract":"The Knowledge Management (KM) improves the innovation in the firms based on information (OECD, 2003). Gebert, Geib, Kolbe, & Riempp, (2013) showed the sense of information: for, from and about the customers, that increase the market opportunities; this is called Customer Knowledge Management (CKM). The different Innovation Stages (INNOVS) increase the competitive advantage (OECD, 2005). Hence: ?Which is the conceptual model that relates the variables, dimensions and indicators from CKM with INNOVS? A questionnaire was designed using Likert scale and the Cronbach's alpha for confidence measurement, Pearson's Correlation and Multiple Regression Analysis (MRA) with stepwise method, was applied in 200 SME's belonging to the software developer sector located in Guadalajara City (SDSGC), Mexico. Independent variables are based on CKM to explain the dependent variable INNOVS. CKM as a Driver Innovation (CKMADI) and CKM other sources of Knowledge (CKMOSK) on INNOVS showed correlation.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"312 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123466589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
N. Magnan, D. Spielman, Travis J. Lybbert, K. Gulati
This research was undertaken to understand how information about a new agricultural technology is transmitted through social networks, and what effect information gained through social networks has on technology demand at the household level. The technology in question is laser land leveling (LLL)—a resource-conserving technology—which we introduced in eastern Uttar Pradesh, India as part of the study. [IFPRI Discussion Paper No. 01302].
{"title":"Leveling with Friends: Social Networks and Indian Farmers’ Demand for Agricultural Custom Hire Services","authors":"N. Magnan, D. Spielman, Travis J. Lybbert, K. Gulati","doi":"10.2139/ssrn.2373213","DOIUrl":"https://doi.org/10.2139/ssrn.2373213","url":null,"abstract":"This research was undertaken to understand how information about a new agricultural technology is transmitted through social networks, and what effect information gained through social networks has on technology demand at the household level. The technology in question is laser land leveling (LLL)—a resource-conserving technology—which we introduced in eastern Uttar Pradesh, India as part of the study. [IFPRI Discussion Paper No. 01302].","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":" 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113948357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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