Nicola Del Sarto, Diane A. Isabelle, Valentina Cucino, Alberto Di Minin
Corporate accelerators have emerged in recent years as an innovation mechanism that builds bridges between corporations and startups. Through inbound Open Innovation (OI) activities, established firms open their innovation processes to startups to acquire their knowledge. Previous research has focused either on independent accelerators or on corporate accelerator programs that an established firm operates internally. The literature on how accelerators orchestrate different OI practices is sparse, yet large corporations are forging ahead with corporate accelerators. Furthermore, new corporate accelerator models have emerged, rendering the corporate accelerator phenomenon more heterogenous. In this paper, adopting an OI lens, we explore the White Label Accelerator (WLA), a recent model in which an independent accelerator manages the program on behalf of a single corporate organization. Through an in‐depth case study of Technogym Wellness Accelerator, a pioneer and most important WLA in Italy set up by H‐Farm on behalf of Technogym, a large fitness and wellness company, we investigate how such accelerators function as an OI tool. We found four key dimensions that enable successful outcomes. In particular, the importance of entrepreneurial alertness as a key driver for the effective exploitation of intellectual property represents a significant finding. Our research contributes to OI and entrepreneurial finance literature and provides insightful managerial implications to corporate accelerator stakeholders and startups' managers.
{"title":"Engaging with startups through corporate accelerators: the case of H‐FARM's White Label Accelerator","authors":"Nicola Del Sarto, Diane A. Isabelle, Valentina Cucino, Alberto Di Minin","doi":"10.1111/radm.12705","DOIUrl":"https://doi.org/10.1111/radm.12705","url":null,"abstract":"Corporate accelerators have emerged in recent years as an innovation mechanism that builds bridges between corporations and startups. Through inbound Open Innovation (OI) activities, established firms open their innovation processes to startups to acquire their knowledge. Previous research has focused either on independent accelerators or on corporate accelerator programs that an established firm operates internally. The literature on how accelerators orchestrate different OI practices is sparse, yet large corporations are forging ahead with corporate accelerators. Furthermore, new corporate accelerator models have emerged, rendering the corporate accelerator phenomenon more heterogenous. In this paper, adopting an OI lens, we explore the White Label Accelerator (WLA), a recent model in which an independent accelerator manages the program on behalf of a single corporate organization. Through an in‐depth case study of Technogym Wellness Accelerator, a pioneer and most important WLA in Italy set up by H‐Farm on behalf of Technogym, a large fitness and wellness company, we investigate how such accelerators function as an OI tool. We found four key dimensions that enable successful outcomes. In particular, the importance of entrepreneurial alertness as a key driver for the effective exploitation of intellectual property represents a significant finding. Our research contributes to OI and entrepreneurial finance literature and provides insightful managerial implications to corporate accelerator stakeholders and startups' managers.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"25 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141568386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As organizations intensify their digital transformation (DX) initiatives to navigate the evolving digital landscape, metaverses emerge as pivotal digital technology, enhancing collaborative and experiential interactions. Despite their growing integration, a profound understanding of how metaverse utilization influences employee behavior toward DX – particularly in digitalization resistance – remains underexplored. Building a theoretical framework based on the Technology Acceptance Model and Uses and Gratifications Theory, we dissect the potential interplay between user experiences within metaverses, individual value perceptions, and organizational support in shaping resistance to digitalization. Analyzing data from 309 employees within organizations actively using metaverse platforms for vocational interactions, we found that informativeness and social interaction within metaverses significantly enhance the perceived value of virtual platforms. This enhancement in perceived value correlates strongly with reduced resistance to digitalization, confirming the critical role of tailored user experiences in fostering technology acceptance. Furthermore, the results demonstrate that organizational support – represented by DX‐centric shared goals, visibility, and communication – plays a crucial moderating role in amplifying the inverse implications of individuals' value perception for digitalization resistance. This study contributes to the literature by expanding a theoretical understanding of the prolific orchestration among technological characteristics, individual perception, and organizational support for digitalization. It underscores the necessity for a strategic alignment that extends beyond technological implementation to include comprehensive support mechanisms, thereby aiding employees in productively capitalizing on digital technology to integrate it into their operational processes. These findings have practical implications for organizational leaders initiating digitalization, providing insights into effectively managing resistance to digitalization.
{"title":"Organizational support for digital transformation in the metaverse: a contingent pathway from user experience to digitalization resistance","authors":"Inho Hwang, Ribin Seo","doi":"10.1111/radm.12706","DOIUrl":"https://doi.org/10.1111/radm.12706","url":null,"abstract":"As organizations intensify their digital transformation (DX) initiatives to navigate the evolving digital landscape, metaverses emerge as pivotal digital technology, enhancing collaborative and experiential interactions. Despite their growing integration, a profound understanding of how metaverse utilization influences employee behavior toward DX – particularly in digitalization resistance – remains underexplored. Building a theoretical framework based on the Technology Acceptance Model <jats:italic>and</jats:italic> Uses and Gratifications Theory, we dissect the potential interplay between user experiences within metaverses, individual value perceptions, and organizational support in shaping resistance to digitalization. Analyzing data from 309 employees within organizations actively using metaverse platforms for vocational interactions, we found that informativeness and social interaction within metaverses significantly enhance the perceived value of virtual platforms. This enhancement in perceived value correlates strongly with reduced resistance to digitalization, confirming the critical role of tailored user experiences in fostering technology acceptance. Furthermore, the results demonstrate that organizational support – represented by DX‐centric shared goals, visibility, and communication – plays a crucial moderating role in amplifying the inverse implications of individuals' value perception for digitalization resistance. This study contributes to the literature by expanding a theoretical understanding of the prolific orchestration among technological characteristics, individual perception, and organizational support for digitalization. It underscores the necessity for a strategic alignment that extends beyond technological implementation to include comprehensive support mechanisms, thereby aiding employees in productively capitalizing on digital technology to integrate it into their operational processes. These findings have practical implications for organizational leaders initiating digitalization, providing insights into effectively managing resistance to digitalization.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"15 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141568435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Following on from the R&D Management COVID‐19 two‐part special issue editorial, this paper strives to deepen our knowledge of Open Social Innovation (OSI) in such grand challenge contexts through exploring the promotor role(s) and interventions in managing temporary organisations. Through an exploration of three case studies that emerged from a bottom‐up perspective, in response to the COVID‐19 grand challenge, this study highlights the central role played by promotors in leveraging OSI projects. The core elements of the George et al. (2016) grand challenge framework are explored within the cases, through a promotor theory lens, to understand how the promotor roles (power, process, technology and relationship) influence the emergence of the temporary OSI organisation to enable a societal contribution. The research recognises the potential of OSI as a response to future grand challenges, highlighting the importance of management routines, such as communicating and articulating the need, adoption of project management practices, leveraging network ties through promotors' credibility and co‐ordinating partners (& volunteers) for nurturing objective achievement. The research also highlights impediments that can curtail progress, which potentially impacts the longevity and outcomes of OSI. This study demonstrates the important role of promotors in initiating OSI communities to respond to grand challenges and given the complexity and enormity of the task, promotors must establish routines to engage and co‐ordinate a collective ecosystem, since they cannot execute alone. Thus, OSI communities require assistance from government and/or commercial entities to exploit and effectively co‐ordinate such OSI endeavours to ensure a meaningful contribution.
{"title":"Open social innovation in response to grand challenges: promotor influence as change agent","authors":"Gillian Barrett, Lawrence Dooley","doi":"10.1111/radm.12695","DOIUrl":"https://doi.org/10.1111/radm.12695","url":null,"abstract":"Following on from the R&D Management COVID‐19 two‐part special issue editorial, this paper strives to deepen our knowledge of Open Social Innovation (OSI) in such grand challenge contexts through exploring the promotor role(s) and interventions in managing temporary organisations. Through an exploration of three case studies that emerged from a bottom‐up perspective, in response to the COVID‐19 grand challenge, this study highlights the central role played by promotors in leveraging OSI projects. The core elements of the George et al. (2016) grand challenge framework are explored within the cases, through a promotor theory lens, to understand how the promotor roles (power, process, technology and relationship) influence the emergence of the temporary OSI organisation to enable a societal contribution. The research recognises the potential of OSI as a response to future grand challenges, highlighting the importance of management routines, such as communicating and articulating the need, adoption of project management practices, leveraging network ties through promotors' credibility and co‐ordinating partners (& volunteers) for nurturing objective achievement. The research also highlights impediments that can curtail progress, which potentially impacts the longevity and outcomes of OSI. This study demonstrates the important role of promotors in initiating OSI communities to respond to grand challenges and given the complexity and enormity of the task, promotors must establish routines to engage and co‐ordinate a collective ecosystem, since they cannot execute alone. Thus, OSI communities require assistance from government and/or commercial entities to exploit and effectively co‐ordinate such OSI endeavours to ensure a meaningful contribution.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"137 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141551079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Leonardo Henrique Lima de Pilla, Elaine Barbosa Couto Silveira, Fábio Caldieraro, Alketa Peci, Ishani Aggarwal
The examination of the associations between internal corporate governance (CG) mechanisms and innovation faces challenges due to nonlinear patterns and complex interactions. Consequently, existing literature rarely reaches a consensus on the directions or strengths of these relationships. Furthermore, to investigate the CG–innovation association, prior research has predominantly relied on explanatory modeling, which involves applying statistical models to data to test correlational or causal hypotheses about theoretical constructs. These are the reasons why it remains unclear whether internal CG mechanisms, when considered collectively as an extensive array of interconnected variables, offer valuable insights for accurately predicting innovation. To address this gap, we analyze a dataset of research and development (R&D) projects from the Brazilian electricity sector by employing predictive modeling, which entails using statistical models or data mining algorithms to predict new observations, particularly using supervised machine learning (ML) methods. Our study demonstrates that a comprehensive set of variables representing internal CG mechanisms significantly enhances the predictive capabilities of ML algorithms for innovation. Furthermore, we illustrate how ML can illuminate nonlinear and non‐monotonic patterns, and interactions among variables, in the CG–innovation relationship. Our contribution to the literature encompasses three key aspects: introducing a predictive modeling approach to the discourse on the role of CG in innovation attainment through R&D endeavors, which can complement and enrich existing explanatory research; investigating non‐linear and non‐monotonic relationships, as well as interactions, in innovation prediction; and affirming the emerging body of literature that recognizes supervised ML as a valuable tool accessible to management researchers.
由于非线性模式和复杂的相互作用，研究内部公司治理（CG）机制与创新之间的关系面临着挑战。因此，现有文献很少就这些关系的方向或强度达成共识。此外，为了研究公司治理与创新的关系，以往的研究主要依赖于解释性建模，即对数据应用统计模型来检验理论构造的相关或因果假设。正是由于这些原因，人们还不清楚，如果将企业文化的内部机制视为一系列相互关联的广泛变量，那么这些机制是否能为准确预测创新提供有价值的见解。为了填补这一空白，我们采用预测建模方法分析了巴西电力行业的研发（R&D）项目数据集，这需要使用统计模型或数据挖掘算法来预测新的观察结果，特别是使用有监督的机器学习（ML）方法。我们的研究表明，一组代表内部 CG 机制的综合变量可显著增强 ML 算法对创新的预测能力。此外，我们还说明了 ML 如何能够揭示 CG 与创新关系中的非线性和非单调模式，以及变量之间的相互作用。我们对文献的贡献主要体现在三个方面：在关于企业文化在通过研发努力实现创新中的作用的讨论中引入了一种预测建模方法，这种方法可以补充和丰富现有的解释性研究；研究创新预测中的非线性和非单调关系以及相互作用；以及肯定新出现的文献，这些文献认为有监督的 ML 是管理研究人员可以使用的一种有价值的工具。
{"title":"Corporate governance and innovation: a predictive modeling approach using machine learning","authors":"Leonardo Henrique Lima de Pilla, Elaine Barbosa Couto Silveira, Fábio Caldieraro, Alketa Peci, Ishani Aggarwal","doi":"10.1111/radm.12703","DOIUrl":"https://doi.org/10.1111/radm.12703","url":null,"abstract":"The examination of the associations between internal corporate governance (CG) mechanisms and innovation faces challenges due to nonlinear patterns and complex interactions. Consequently, existing literature rarely reaches a consensus on the directions or strengths of these relationships. Furthermore, to investigate the CG–innovation association, prior research has predominantly relied on explanatory modeling, which involves applying statistical models to data to test correlational or causal hypotheses about theoretical constructs. These are the reasons why it remains unclear whether internal CG mechanisms, when considered collectively as an extensive array of interconnected variables, offer valuable insights for accurately predicting innovation. To address this gap, we analyze a dataset of research and development (R&D) projects from the Brazilian electricity sector by employing predictive modeling, which entails using statistical models or data mining algorithms to predict new observations, particularly using supervised machine learning (ML) methods. Our study demonstrates that a comprehensive set of variables representing internal CG mechanisms significantly enhances the predictive capabilities of ML algorithms for innovation. Furthermore, we illustrate how ML can illuminate nonlinear and non‐monotonic patterns, and interactions among variables, in the CG–innovation relationship. Our contribution to the literature encompasses three key aspects: introducing a predictive modeling approach to the discourse on the role of CG in innovation attainment through R&D endeavors, which can complement and enrich existing explanatory research; investigating non‐linear and non‐monotonic relationships, as well as interactions, in innovation prediction; and affirming the emerging body of literature that recognizes supervised ML as a valuable tool accessible to management researchers.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"2 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141526927","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We know a lot about how much firms invest in R&D, but less about the critical first step which is a potential R&D opportunity. We use a large UK survey and detailed case study evidence to establish the chain of events from opportunity to the investment choice. Our results show that 34% of firms had identified an R&D investment opportunity. Realised R&D investment projects were typically between £100,000 and £1/2 m over a 5‐year window. The dominant factors were firm size, industry, equity investment, knowledge and absorptive capacity. The process of R&D management also had an outward, market facing aspect, and an inward, engineering and financial aspect that were often conducted in parallel.
{"title":"Who has an R&D investment opportunity? Who goes ahead? How much do they invest?","authors":"Marc Cowling, Weixi Liu, Tim Vorley","doi":"10.1111/radm.12700","DOIUrl":"https://doi.org/10.1111/radm.12700","url":null,"abstract":"We know a lot about how much firms invest in R&D, but less about the critical first step which is a potential R&D opportunity. We use a large UK survey and detailed case study evidence to establish the chain of events from opportunity to the investment choice. Our results show that 34% of firms had identified an R&D investment opportunity. Realised R&D investment projects were typically between £100,000 and £1/2 m over a 5‐year window. The dominant factors were firm size, industry, equity investment, knowledge and absorptive capacity. The process of R&D management also had an outward, market facing aspect, and an inward, engineering and financial aspect that were often conducted in parallel.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"76 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141505580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine the impact of product portfolio strategy on the likelihood of firm survival within the nascent unmanned aerial vehicles (UAV) or the drone industry. Using novel and representative global data on firms that operate within the domain of air platforms in the drone industry, our study captures a period of ferment in the industry as it went through significant change and began to acquire some level of stability. The results show that both portfolio specialty and activeness have a positive impact on firm survival. Specialist firms with narrow product usage or higher portfolio specialty are in an advantageous position compared to generalists with wide product usage or low portfolio specialty. They also have a higher likelihood of survival, overall. Similarly, a firm with a more active set of drones within its product portfolio also survives better. The results are consistent even after accounting for firm‐level controls and are robust to other model specifications. Our findings have important implications for firm strategy, positioning, and interaction with technology in nascent industries, especially relating to the development and deployment of new technologies and products.
{"title":"The impact of product portfolio specialty and activeness on firm survival: evidence from the nascent drone industry","authors":"Indu Khurana, Dev K. Dutta","doi":"10.1111/radm.12696","DOIUrl":"https://doi.org/10.1111/radm.12696","url":null,"abstract":"We examine the impact of product portfolio strategy on the likelihood of firm survival within the nascent unmanned aerial vehicles (UAV) or the drone industry. Using novel and representative global data on firms that operate within the domain of air platforms in the drone industry, our study captures a period of ferment in the industry as it went through significant change and began to acquire some level of stability. The results show that both portfolio specialty and activeness have a positive impact on firm survival. Specialist firms with narrow product usage or higher portfolio specialty are in an advantageous position compared to generalists with wide product usage or low portfolio specialty. They also have a higher likelihood of survival, overall. Similarly, a firm with a more active set of drones within its product portfolio also survives better. The results are consistent even after accounting for firm‐level controls and are robust to other model specifications. Our findings have important implications for firm strategy, positioning, and interaction with technology in nascent industries, especially relating to the development and deployment of new technologies and products.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"94 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141197526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Marco Greco, Pia Hurmelinna‐Laukkanen, Anne‐Laure Mention, Asta Pundzienė, Alberto Di Minin
{"title":"Intellectual Capital in R&D Management: elucidating the connection","authors":"Marco Greco, Pia Hurmelinna‐Laukkanen, Anne‐Laure Mention, Asta Pundzienė, Alberto Di Minin","doi":"10.1111/radm.12693","DOIUrl":"https://doi.org/10.1111/radm.12693","url":null,"abstract":"","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"74 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141146678","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Renata de Oliveira Mota, Moacir Godinho Filho, Gilberto Miller Devos Ganga, Jonhatan Magno Norte da Silva, Glauco Henrique de Sousa Mendes
The acceleration of new product development (NPD) and market introduction is essential for companies to maintain competitiveness, enhance customer base, and achieve financial success. While the existing literature addresses time‐to‐market (TTM) reduction factors in a scattered manner, focusing on aspects like supplier and customer involvement, leadership, and learning, there is a noticeable gap in construct development and measurement validation for TTM reduction, particularly in start‐up contexts. Addressing this gap, our research introduces and validates a comprehensive, hierarchical scale designed to measure both the drivers and capabilities associated with TTM reduction in start‐ups. This innovative scale broadens the scope of traditional constructs, incorporating emerging dimensions such as transformational leadership, experiential learning, agile methodologies, and dynamic marketing strategies. We used our dataset and structural equation modeling (SEM) to validate the proposed scale, comparing the effect of drivers and capabilities on TTM reduction and the role of companies' age on this relationship. This approach confirms the scale's reliability and highlights its versatility. This research holds significant implications for enhancing NPD endeavors in start‐up environments. Introducing a methodologically robust scale equips managers with a powerful tool for setting realistic goals, monitoring progress, and assessing capabilities and contextual factors to refine NPD processes. Furthermore, the scale serves as a benchmarking instrument for start‐ups, aiding them in attracting investments and achieving a competitive advantage. Our study, therefore, stands as an essential contribution to the strategic management of NPD in the dynamic and evolving landscape of start‐ups.
{"title":"Assessing the drivers and capabilities for faster product launch: a scale for time‐to‐market reduction in start‐ups","authors":"Renata de Oliveira Mota, Moacir Godinho Filho, Gilberto Miller Devos Ganga, Jonhatan Magno Norte da Silva, Glauco Henrique de Sousa Mendes","doi":"10.1111/radm.12688","DOIUrl":"https://doi.org/10.1111/radm.12688","url":null,"abstract":"The acceleration of new product development (NPD) and market introduction is essential for companies to maintain competitiveness, enhance customer base, and achieve financial success. While the existing literature addresses time‐to‐market (TTM) reduction factors in a scattered manner, focusing on aspects like supplier and customer involvement, leadership, and learning, there is a noticeable gap in construct development and measurement validation for TTM reduction, particularly in start‐up contexts. Addressing this gap, our research introduces and validates a comprehensive, hierarchical scale designed to measure both the drivers and capabilities associated with TTM reduction in start‐ups. This innovative scale broadens the scope of traditional constructs, incorporating emerging dimensions such as transformational leadership, experiential learning, agile methodologies, and dynamic marketing strategies. We used our dataset and structural equation modeling (SEM) to validate the proposed scale, comparing the effect of drivers and capabilities on TTM reduction and the role of companies' age on this relationship. This approach confirms the scale's reliability and highlights its versatility. This research holds significant implications for enhancing NPD endeavors in start‐up environments. Introducing a methodologically robust scale equips managers with a powerful tool for setting realistic goals, monitoring progress, and assessing capabilities and contextual factors to refine NPD processes. Furthermore, the scale serves as a benchmarking instrument for start‐ups, aiding them in attracting investments and achieving a competitive advantage. Our study, therefore, stands as an essential contribution to the strategic management of NPD in the dynamic and evolving landscape of start‐ups.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"2020 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140595065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Innovation shocks combine technology and market disruptions. They can lead to a complete overhaul of an industry. Building on prior work on firm‐level responses to technological uncertainty, we propose and explore a model to explain R&D behavior under uncertainty. We theorize that industry incumbents adjust their knowledge search as the innovation shock unfolds, reacting to the perceived sources of uncertainty. We use a unique combination of two decades (2000–2020) of patent data and archival news to (1) identify the industry evolution stages as the shock unfolds and (2) map the firm's knowledge search response. Our analysis of three leading car manufacturers exposed to the emergence of the electric vehicle shows the path‐dependency effects that delay the incumbents’ adjustment of their innovation direction, even after the shock becomes visible. We extract insights for R&D managers by making evident the long‐lasting effects of prior R&D decisions, impeding their reaction to a shock and reducing their capability to integrate newly available knowledge.
{"title":"Too close for comfort: the pitfall of incumbents' knowledge search during industry evolution","authors":"Finn Jonas Tryggvason, Ferran Giones","doi":"10.1111/radm.12689","DOIUrl":"https://doi.org/10.1111/radm.12689","url":null,"abstract":"Innovation shocks combine technology and market disruptions. They can lead to a complete overhaul of an industry. Building on prior work on firm‐level responses to technological uncertainty, we propose and explore a model to explain R&D behavior under uncertainty. We theorize that industry incumbents adjust their knowledge search as the innovation shock unfolds, reacting to the perceived sources of uncertainty. We use a unique combination of two decades (2000–2020) of patent data and archival news to (1) identify the industry evolution stages as the shock unfolds and (2) map the firm's knowledge search response. Our analysis of three leading car manufacturers exposed to the emergence of the electric vehicle shows the path‐dependency effects that delay the incumbents’ adjustment of their innovation direction, even after the shock becomes visible. We extract insights for R&D managers by making evident the long‐lasting effects of prior R&D decisions, impeding their reaction to a shock and reducing their capability to integrate newly available knowledge.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"35 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140595053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Whether disruptive technologies are more likely to emerge at the margin or the core of industry has been a long‐debated issue. We theorize the relationship between technological niches and the generation of disruptive innovations. Introducing the main path analysis, we develop a novel indicator to depict firms' technological niche in a focal industry's technological landscape and link it to their performance of disruptive innovation. Further, we investigate its boundary condition by taking firms' recombinant capabilities into consideration. A sample of 29,655 USPTO patents of the electric communication industry (H04W/L) for the period 1995–2019 is used to test our hypotheses. Our research reveals an inverted U‐shaped relationship between a firm's technological niche and its disruptive innovation performance. Besides, firms' recombinant capability could moderate the relationship by steepening the curvilinear. This paper helps reconcile the long debated question of ‘Are Outliers More Disruptive’ by providing a contingency perspective and identifying a non‐monotonic relationship.
颠覆性技术更有可能出现在产业的边缘还是核心，这是一个争论已久的问题。我们对技术利基与颠覆性创新的产生之间的关系进行了理论分析。在引入主要路径分析时，我们开发了一个新指标来描述企业在重点行业技术格局中的技术优势，并将其与企业的颠覆性创新绩效联系起来。此外，我们还考虑到企业的重组能力，对其边界条件进行了研究。我们以 1995-2019 年间美国专利商标局的 29,655 项电力通信行业专利（H04W/L）为样本，检验了我们的假设。我们的研究发现，企业的技术优势与颠覆性创新绩效之间存在倒 U 型关系。此外，企业的重组能力可以通过使曲线陡峭化来缓和这种关系。本文提供了一种权变视角，并确定了一种非单调关系，从而有助于调和 "异常值是否更具破坏性 "这一争论已久的问题。
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