Innovation usually requires time‐consuming exploratory approaches. However, external shocks and related crises, such as the COVID‐19 pandemic, lead to severe time pressures, which require short‐term R&D results. We investigate how organizations' prior collaboration and existing knowledge not only helped them cope with the crisis but also affected the vaccine's development performance. Specifically, we investigate the R&D outcomes of 386 organizations involved in the COVID‐19 vaccine's development within the first 18 months after the pandemic's outbreak. The results reveal that under urgency, organizations with prior scientific collaborations and technological knowledge exhibit a higher R&D performance. Furthermore, a broad network of diverse collaborators strengthened this relationship, thereby calling for more interdisciplinary R&D activities. We therefore extend the literature on innovation speed and strengthen long‐term R&D outcomes' role in organizations with a broad existing knowledge base and collaboration networks. We do so by specifically supporting such organizations' ability to integrate their previous R&D's and collaborations' knowledge to achieve rapid innovative outcomes under urgency.
{"title":"Effects of prior knowledge and collaborations on R&D performance in times of urgency: the case of COVID‐19 vaccine development","authors":"Daniel Laufs, Tetyana Melnychuk, Carsten Schultz","doi":"10.1111/radm.12670","DOIUrl":"https://doi.org/10.1111/radm.12670","url":null,"abstract":"Innovation usually requires time‐consuming exploratory approaches. However, external shocks and related crises, such as the COVID‐19 pandemic, lead to severe time pressures, which require short‐term R&D results. We investigate how organizations' prior collaboration and existing knowledge not only helped them cope with the crisis but also affected the vaccine's development performance. Specifically, we investigate the R&D outcomes of 386 organizations involved in the COVID‐19 vaccine's development within the first 18 months after the pandemic's outbreak. The results reveal that under urgency, organizations with prior scientific collaborations and technological knowledge exhibit a higher R&D performance. Furthermore, a broad network of diverse collaborators strengthened this relationship, thereby calling for more interdisciplinary R&D activities. We therefore extend the literature on innovation speed and strengthen long‐term R&D outcomes' role in organizations with a broad existing knowledge base and collaboration networks. We do so by specifically supporting such organizations' ability to integrate their previous R&D's and collaborations' knowledge to achieve rapid innovative outcomes under urgency.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"93 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139945767","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}
Ali Esfandyarpour, Mohammad Reza Arasti, Mohammad Saleh Farazi, Iman Miremadi
In the current knowledge-intensive economy, a firm's intellectual capital refers to its idiosyncratic internal and external knowledge-related assets. While technological knowledge is a major constituent of intellectual capital, past research has often equated it with technological capability. However, technological capability includes not only codified knowledge, but also tacit know-how that is not captured by formal intellectual property. We argue that while a firm's patents might serve as a proxy for measuring its base of technological knowledge, they are not a good proxy for a firm's technological capabilities. Therefore, we offer a novel approach based on a machine learning technique to capture a biopharmaceutical firm's technological capabilities using the clinical trials that it carries out. Picturing a hypothetical journey where firms transform and exploit technological knowledge to move towards building technological capabilities, we address a research gap on the link between a firm's depth and breadth of technological knowledge on the one hand, and its technology diversity on the other. Analyzing a sample of 204 biopharma firms from 2006 to 2018, we find a positive relationship between the breadth of technological knowledge and technology diversity in a firm. In contrast, the relationship between the depth of technological knowledge and technology diversity is negative. We also find that in the presence of product/market diversification, the positive relationship between the breadth of technological knowledge and technology diversity is stronger. Implications for research and practice are also discussed.
{"title":"From depth and breadth of knowledge to technological capability: a journey inside a firm's intellectual capital","authors":"Ali Esfandyarpour, Mohammad Reza Arasti, Mohammad Saleh Farazi, Iman Miremadi","doi":"10.1111/radm.12669","DOIUrl":"https://doi.org/10.1111/radm.12669","url":null,"abstract":"In the current knowledge-intensive economy, a firm's intellectual capital refers to its idiosyncratic internal and external knowledge-related assets. While technological knowledge is a major constituent of intellectual capital, past research has often equated it with technological capability. However, technological capability includes not only codified knowledge, but also tacit know-how that is not captured by formal intellectual property. We argue that while a firm's patents might serve as a proxy for measuring its base of technological knowledge, they are not a good proxy for a firm's technological capabilities. Therefore, we offer a novel approach based on a machine learning technique to capture a biopharmaceutical firm's technological capabilities using the clinical trials that it carries out. Picturing a hypothetical journey where firms transform and exploit technological knowledge to move towards building technological capabilities, we address a research gap on the link between a firm's depth and breadth of technological knowledge on the one hand, and its technology diversity on the other. Analyzing a sample of 204 biopharma firms from 2006 to 2018, we find a positive relationship between the breadth of technological knowledge and technology diversity in a firm. In contrast, the relationship between the depth of technological knowledge and technology diversity is negative. We also find that in the presence of product/market diversification, the positive relationship between the breadth of technological knowledge and technology diversity is stronger. Implications for research and practice are also discussed.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"33 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139515543","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}
Research has identified two principal mechanisms for emerging economy (EE) firms to technologically catch up with advanced economy (AE) firms: absorbing knowledge spillovers from AE subsidiaries and internationalizing R&D into AEs. Prior technological catch-up research has assumed EE firms are merely trailing their AE counterparts on the technological frontier when in fact the research on the bottom of the pyramid, as well as other research streams, have recognized that the different consumer demands in EEs and AEs drive different R&D activities in EEs and AEs. We submit that technological catch-up requires both the upgrading of technological capabilities and the shifting of R&D activity from solving EE demand problems to solving AE demand problems. Utilizing patent data, we investigate the relative efficacy of AE knowledge spillovers and internationalizing R&D in AEs on technological catch-up within a dual innovation ecosystem framework. We find that knowledge spillovers affect technological catch-up through a process that initially decreases the technological capabilities of EE firms before increasing such capabilities as EE firms shift R&D activity towards the AE innovation ecosystem. However, we find that internationalizing R&D in AEs yields a significant positive effect on EE firms' technological capabilities and shifts their innovative activities towards solving AE demand problems.
研究发现，新兴经济体（EE）企业在技术上追赶先进经济体（AE）企业有两个主要机制：吸收 AE 子公司的知识溢出效应，以及将研发国际化引入 AE。先前的技术赶超研究认为，EE 企业只是在技术前沿落后于 AE 企业，而事实上，对金字塔底层的研究以及其他研究流派已经认识到，EE 和 AE 不同的消费者需求推动了 EE 和 AE 不同的研发活动。我们认为，技术赶超既需要提升技术能力，也需要将研发活动从解决 EE 需求问题转向解决 AE 需求问题。利用专利数据，我们在双重创新生态系统框架内研究了AE知识溢出和AE研发国际化对技术赶超的相对影响。我们发现，知识外溢影响技术赶超的过程是，最初会降低新兴经济体企业的技术能力，然后随着新兴经济体企业将研发活动转向新兴经济体创新生态系统，这种能力会得到提高。然而，我们发现，将研究与开发活动国际化会对欧企的技术能力产生显著的积极影响，并使其创新活动转向解决欧企的需求问题。
{"title":"Emerging economy firm technological catch-up through a dual innovation ecosystem framework","authors":"Joshua B. Sears, Muhammad A. Muhammad","doi":"10.1111/radm.12666","DOIUrl":"https://doi.org/10.1111/radm.12666","url":null,"abstract":"Research has identified two principal mechanisms for emerging economy (EE) firms to technologically catch up with advanced economy (AE) firms: absorbing knowledge spillovers from AE subsidiaries and internationalizing R&D into AEs. Prior technological catch-up research has assumed EE firms are merely trailing their AE counterparts on the technological frontier when in fact the research on the bottom of the pyramid, as well as other research streams, have recognized that the different consumer demands in EEs and AEs drive different R&D activities in EEs and AEs. We submit that technological catch-up requires both the upgrading of technological capabilities and the shifting of R&D activity from solving EE demand problems to solving AE demand problems. Utilizing patent data, we investigate the relative efficacy of AE knowledge spillovers and internationalizing R&D in AEs on technological catch-up within a dual innovation ecosystem framework. We find that knowledge spillovers affect technological catch-up through a process that initially decreases the technological capabilities of EE firms before increasing such capabilities as EE firms shift R&D activity towards the AE innovation ecosystem. However, we find that internationalizing R&D in AEs yields a significant positive effect on EE firms' technological capabilities and shifts their innovative activities towards solving AE demand problems.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"21 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139376443","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}
Organisational ambidexterity allows firms to maintain a competitive advantage. In today's globally competitive environment, characterised by dispersed knowledge and diversified markets, ambidexterity assumes an even more important connotation from a geographic perspective. In this context, emerging economies (EEs) play a vital role as sources of innovators and market disruptors. This has resulted in the emerging phenomenon of reverse innovation (RI) and the rethinking of firms' multinational R&D and innovation strategies. The present study aims to answer how RI can be incorporated into multinational R&D strategies to bring about organisational ambidexterity on a firm level by balancing explorative and exploitative innovative activities across advanced economies (AEs) and EEs. With primary data collected through semi-structured interviews with thirty R&D executives and senior managers, we find that RI can occur in the form of complete products and smaller innovative contributions toward developing new products that arise from the multinational collaboration between headquarters of organisations, their subsidiaries, and partners. We also find that multinational enterprises use both exploration and exploitation in EEs as the foundation for RI. Finally, we propose four distinct explorative and exploitative RI types that multinational enterprises can pursue to balance their ambidextrous activities across geographies. These four types of innovation are comprised of reverse product innovations and reverse flows of innovative contributions, each of explorative and exploitative nature.
组织的灵活性使企业能够保持竞争优势。在当今以知识分散和市场多元化为特点的全球竞争环境中，从地理角度看，灵活性具有更加重要的内涵。在这种情况下，新兴经济体（EEs）作为创新者和市场颠覆者的源泉发挥着至关重要的作用。这导致了新出现的逆向创新（RI）现象，以及对企业跨国研发和创新战略的重新思考。本研究旨在回答如何将反向创新纳入跨国研发战略，通过平衡发达经济体（AEs）和新兴经济体（EEs）之间的探索性和开发性创新活动，在企业层面实现组织的灵活性。通过对 30 位研发主管和高级经理进行半结构化访谈收集的原始数据，我们发现，研发创新可以以完整产品和较小创新贡献的形式出现，这些创新贡献来自于组织总部、其子公司和合作伙伴之间的跨国合作开发的新产品。我们还发现，跨国企业将企业外部环境中的探索和开发作为 RI 的基础。最后，我们提出了四种不同的探索性和开发性创新类型，跨国企业可以通过这些类型来平衡其跨地域的灵活活动。这四种创新类型包括逆向产品创新和逆向创新贡献流，每种类型都具有探索和开发性质。
{"title":"Ambidexterity within a multinational context: how organisations can leverage explorative and exploitative reverse innovation","authors":"Linus Roth, Simone Corsi, Mathew Hughes","doi":"10.1111/radm.12668","DOIUrl":"https://doi.org/10.1111/radm.12668","url":null,"abstract":"Organisational ambidexterity allows firms to maintain a competitive advantage. In today's globally competitive environment, characterised by dispersed knowledge and diversified markets, ambidexterity assumes an even more important connotation from a geographic perspective. In this context, emerging economies (EEs) play a vital role as sources of innovators and market disruptors. This has resulted in the emerging phenomenon of reverse innovation (RI) and the rethinking of firms' multinational R&D and innovation strategies. The present study aims to answer how RI can be incorporated into multinational R&D strategies to bring about organisational ambidexterity on a firm level by balancing explorative and exploitative innovative activities across advanced economies (AEs) and EEs. With primary data collected through semi-structured interviews with thirty R&D executives and senior managers, we find that RI can occur in the form of complete products and smaller innovative contributions toward developing new products that arise from the multinational collaboration between headquarters of organisations, their subsidiaries, and partners. We also find that multinational enterprises use both exploration and exploitation in EEs as the foundation for RI. Finally, we propose four distinct explorative and exploitative RI types that multinational enterprises can pursue to balance their ambidextrous activities across geographies. These four types of innovation are comprised of reverse product innovations and reverse flows of innovative contributions, each of explorative and exploitative nature.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"38 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139376198","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}
Seppo Leminen, Katharina De Vita, Mika Westerlund, Paavo Ritala
The context in which collaborative R&D and innovation activities take place is a critical driver of success and failure. However, innovation management research tends to often abstract the context away, leaving the crucial contingency factors unaddressed. This special issue explores multifaceted collaborative R&D and innovation contexts across physical and virtual domains. An array of ten articles dissect various contexts, including cross-sector partnerships, innovation hubs, living labs, makerspaces, and virtual collaboration spaces and communities, highlighting their impact on innovation processes and outcomes. In this editorial, we develop a ‘Collaborative Innovation Space Matrix’ to firstly integrate the insights from the special issue focusing on collaboration dynamics and type of spaces and, secondly, to propose a call for action for innovation researchers to better understand the crucial role of context in collaborative R&D and innovation.
{"title":"Places and spaces of collaborative R&D and innovation: navigating the role of physical and virtual contexts","authors":"Seppo Leminen, Katharina De Vita, Mika Westerlund, Paavo Ritala","doi":"10.1111/radm.12663","DOIUrl":"https://doi.org/10.1111/radm.12663","url":null,"abstract":"The context in which collaborative R&D and innovation activities take place is a critical driver of success and failure. However, innovation management research tends to often abstract the context away, leaving the crucial contingency factors unaddressed. This special issue explores multifaceted collaborative R&D and innovation contexts across physical and virtual domains. An array of ten articles dissect various contexts, including cross-sector partnerships, innovation hubs, living labs, makerspaces, and virtual collaboration spaces and communities, highlighting their impact on innovation processes and outcomes. In this editorial, we develop a ‘Collaborative Innovation Space Matrix’ to firstly integrate the insights from the special issue focusing on collaboration dynamics and type of spaces and, secondly, to propose a call for action for innovation researchers to better understand the crucial role of context in collaborative R&D and innovation.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"86 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138684215","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}
Chiquan Guo, Md Noman Hossain, Mark J. Kroll, Ahmed Elnahas, Brandon Ater
Based on a sample of firms in the S&P 1500 index covering the years 1993 to 2016, we find that firms with Republican CEOs spend less on R&D compared to their Democratic counterparts. However, Republican CEOs ratchet up their R&D spending when a Republican is in the Oval Office. Furthermore, we find that R&D spending is negatively related to return on assets (ROA), which is indicative of the risky nature of R&D spending, but R&D is positively related to Tobin Q, a longer-term performance measure. As a consequence, when Republican CEOs manage under a Republican president, the effect of accelerated R&D spending is to send ROA lower, owing to the short-term negative effect of R&D spending. Additionally, due to overspending on R&D by Republican CEOs under a Republican president, the generally positive effect of R&D on Tobin Q is weakened. It seems social capital has its dark side as it can mislead CEOs to make opportunistic but unwise R&D spending decisions. Overall, Republican CEOs, relative to Democratic CEOs, have higher short-term performance (ROA), and lower long-term performance (Tobin Q) owing to reduced R&D spending. Our results have research, managerial, and policy implications.
{"title":"The impact of Republican CEO ideology and political alignment on R&D spending and business performance","authors":"Chiquan Guo, Md Noman Hossain, Mark J. Kroll, Ahmed Elnahas, Brandon Ater","doi":"10.1111/radm.12664","DOIUrl":"https://doi.org/10.1111/radm.12664","url":null,"abstract":"Based on a sample of firms in the S&P 1500 index covering the years 1993 to 2016, we find that firms with Republican CEOs spend less on R&D compared to their Democratic counterparts. However, Republican CEOs ratchet up their R&D spending when a Republican is in the Oval Office. Furthermore, we find that R&D spending is negatively related to return on assets (<i>ROA</i>), which is indicative of the risky nature of R&D spending, but R&D is positively related to <i>Tobin Q</i>, a longer-term performance measure. As a consequence, when Republican CEOs manage under a Republican president, the effect of accelerated R&D spending is to send ROA lower, owing to the short-term negative effect of R&D spending. Additionally, due to overspending on R&D by Republican CEOs under a Republican president, the generally positive effect of R&D on <i>Tobin Q</i> is weakened. It seems social capital has its dark side as it can mislead CEOs to make opportunistic but unwise R&D spending decisions. Overall, Republican CEOs, relative to Democratic CEOs, have higher short-term performance (<i>ROA</i>), and lower long-term performance (<i>Tobin Q</i>) owing to reduced R&D spending. Our results have research, managerial, and policy implications.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"2 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138579057","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}
Rafaela Costa Camoes Rabello, Katharina Ruckstuhl, Paul Woodfield, Olga Kokshagina, Susan Sandretto
Mission-oriented (MO) research aims to address social, economic and policy goals through an agreed and evidence-based set of ‘missions’. Vital to achieving a mission are bottom-up and cross-organisational interdisciplinary collaborations. However, these collaborations are often time and resource intensive. Paying attention to microfoundation behaviours can elucidate the individual capabilities required for mission-oriented science. Design-driven approaches have proven useful in supporting the microfoundations of interdisciplinary collaborations. However, we know little about what design principles support MO research. To understand this, we conducted a workshop built on a Concept-Knowledge (C-K) design principles as part of a longitudinal study of a mission-oriented interdisciplinary science innovation programme in New Zealand. Our results indicated that the C-K principles of knowledge mapping, concept exploration and mindful deviation enhanced workshop participants' willingness to creatively experiment across disciplines, provided a shared research directionality and addressed many of the barriers identified in the longitudinal study. We argue that our findings complement and deepen empirically driven microfoundational research by unpacking the specific role of design principles in inducing the behaviours that are essential to advancing large-scale mission-oriented research collaborations.
任务导向（MO）研究旨在通过一套商定的、以证据为基础的 "任务 "来实现社会、经济和政策目标。自下而上和跨组织的跨学科合作对于完成使命至关重要。然而，这些合作往往需要大量的时间和资源。关注微观基础行为可以阐明以任务为导向的科学所需的个人能力。事实证明，设计驱动方法有助于支持跨学科合作的微观基础。然而，我们对支持 MO 研究的设计原则知之甚少。为了了解这一点，我们举办了一个以概念-知识（C-K）设计原则为基础的研讨会，作为新西兰以任务为导向的跨学科科学创新计划纵向研究的一部分。我们的研究结果表明，C-K 原则中的知识映射、概念探索和用心偏离增强了研讨会参与者进行跨学科创造性实验的意愿，提供了共同的研究方向，并解决了纵向研究中发现的许多障碍。我们认为，我们的研究结果补充并深化了经验驱动的微观基础研究，揭示了设计原则在诱导行为方面的具体作用，而这些行为对于推进以任务为导向的大规模研究合作至关重要。
{"title":"The microfoundations of mission-led interdisciplinary collaborations: The role of design principles","authors":"Rafaela Costa Camoes Rabello, Katharina Ruckstuhl, Paul Woodfield, Olga Kokshagina, Susan Sandretto","doi":"10.1111/radm.12660","DOIUrl":"https://doi.org/10.1111/radm.12660","url":null,"abstract":"Mission-oriented (MO) research aims to address social, economic and policy goals through an agreed and evidence-based set of ‘missions’. Vital to achieving a mission are bottom-up and cross-organisational interdisciplinary collaborations. However, these collaborations are often time and resource intensive. Paying attention to microfoundation behaviours can elucidate the individual capabilities required for mission-oriented science. Design-driven approaches have proven useful in supporting the microfoundations of interdisciplinary collaborations. However, we know little about what design principles support MO research. To understand this, we conducted a workshop built on a Concept-Knowledge (C-K) design principles as part of a longitudinal study of a mission-oriented interdisciplinary science innovation programme in New Zealand. Our results indicated that the C-K principles of knowledge mapping, concept exploration and mindful deviation enhanced workshop participants' willingness to creatively experiment across disciplines, provided a shared research directionality and addressed many of the barriers identified in the longitudinal study. We argue that our findings complement and deepen empirically driven microfoundational research by unpacking the specific role of design principles in inducing the behaviours that are essential to advancing large-scale mission-oriented research collaborations.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"2 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138561846","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}
Patrick Cohendet, Olivier Dupouët, Raouf Naggar, Romain Rampa
The fuzzy front end is the critical initial step of an innovation process during which new ideas emerge. This step's functioning is well understood when the ideas produced are in line with the organisation's directions or roadmap. In that case, there are a variety of managerial methods available to guide, filter and control the development of ideas while reducing the associated risks. However, we know considerably less about the emergence and development of orphan ideas, that is ideas that are not aligned with the firm's strategic roadmap. Such orphan ideas are beyond the scope of managers because they are not consistent with the orientations and needs identified by the firm. The aim of this article is to start to fill this gap through the qualitative study of three unexpected ideation processes at Hydro-Québec's research institute. Our data reveal a process characterised by a complicated intertwinement of formal and informal mechanisms and relationships. In particular, our results show that informal groups, which can be assimilated to epistemic communities, play a major role in the orchestration of the first stages of the journey of orphan ideas by taking charge of the development of the value proposition and of the idea's integration in the firm's managerial and strategic framework. Further, managing orphan ideas requires specific managerial devices and social mechanisms.
{"title":"Orchestrating orphan ideas in the fuzzy front end of a large firm's R&D department","authors":"Patrick Cohendet, Olivier Dupouët, Raouf Naggar, Romain Rampa","doi":"10.1111/radm.12661","DOIUrl":"https://doi.org/10.1111/radm.12661","url":null,"abstract":"The fuzzy front end is the critical initial step of an innovation process during which new ideas emerge. This step's functioning is well understood when the ideas produced are in line with the organisation's directions or roadmap. In that case, there are a variety of managerial methods available to guide, filter and control the development of ideas while reducing the associated risks. However, we know considerably less about the emergence and development of orphan ideas, that is ideas that are not aligned with the firm's strategic roadmap. Such orphan ideas are beyond the scope of managers because they are not consistent with the orientations and needs identified by the firm. The aim of this article is to start to fill this gap through the qualitative study of three unexpected ideation processes at Hydro-Québec's research institute. Our data reveal a process characterised by a complicated intertwinement of formal and informal mechanisms and relationships. In particular, our results show that informal groups, which can be assimilated to epistemic communities, play a major role in the orchestration of the first stages of the journey of orphan ideas by taking charge of the development of the value proposition and of the idea's integration in the firm's managerial and strategic framework. Further, managing orphan ideas requires specific managerial devices and social mechanisms.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"22 5","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138513998","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}
The sharing economy provides an interesting playground in which to innovate business models with the aim of creating sustainable value. Despite the growing interest in the topic, the relationship between sharing economy business models and sustainability is still largely unknown. In this study, the focus is on examining how to increase the utilization of unused or underutilized assets through business models to create sustainable value. Based on the comprehensive analysis of sustainability-oriented companies in the Finnish clothing industry, 11 business model (BM) types with different internal development and cooperation levels were identified, guiding the development of BMs toward sharing. By applying a contingency theory, we identified different contingency factors interacting with BM components and affecting the potential of these BMs to increase the sustainable use of resources and move toward increased sustainable value creation. This new understanding contributes especially to the call to study BM innovations in contingent situations, and highlights the importance of considering the context while analyzing the sustainable value creation potential of sharing economy BMs.
{"title":"Toward a sustainable sharing economy with business model innovations in the clothing industry","authors":"Nina Tura, Minttu Laukkanen","doi":"10.1111/radm.12659","DOIUrl":"https://doi.org/10.1111/radm.12659","url":null,"abstract":"The sharing economy provides an interesting playground in which to innovate business models with the aim of creating sustainable value. Despite the growing interest in the topic, the relationship between sharing economy business models and sustainability is still largely unknown. In this study, the focus is on examining how to increase the utilization of unused or underutilized assets through business models to create sustainable value. Based on the comprehensive analysis of sustainability-oriented companies in the Finnish clothing industry, 11 business model (BM) types with different internal development and cooperation levels were identified, guiding the development of BMs toward sharing. By applying a contingency theory, we identified different contingency factors interacting with BM components and affecting the potential of these BMs to increase the sustainable use of resources and move toward increased sustainable value creation. This new understanding contributes especially to the call to study BM innovations in contingent situations, and highlights the importance of considering the context while analyzing the sustainable value creation potential of sharing economy BMs.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"22 3","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138513999","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}
Garima Malik, Piyush Sharma, Russel Kingshott, Tak Yan Leung, Dianoush Abdolrazagh
This paper introduces a new conceptual model to examine the impact of technological opportunism (technology sensing and response capabilities) on the adoption of incremental and radical technological innovation by small and medium enterprises (SMEs). We tested our hypotheses with data from 228 Indian SMEs using a symmetric method of partial least square structural equation modeling (PLS‐SEM) and the asymmetric method of fuzzy–set qualitative comparative analysis (fsQCA) followed by sensitivity analysis done by an artificial neural network (ANN) modeling. PLS‐SEM results highlighted the roles of technology sensing and response capabilities as key drivers of both incremental and radical product innovations and the strengthening of these relationships by market uncertainty triggered by external events and crises. Apart from this, the results of fsQCA demonstrated multiple configurations of dimensions associated with the adoption of technological innovations by SMEs. This paper extends the current literature by exploring the process by which SMEs may adopt different types of technological innovation. Our findings also have useful implications for SMEs aiming to adopt technological innovations.
{"title":"Technological sensing and response capabilities as drivers for radical innovation in the context of apocalyptic uncertainty","authors":"Garima Malik, Piyush Sharma, Russel Kingshott, Tak Yan Leung, Dianoush Abdolrazagh","doi":"10.1111/radm.12658","DOIUrl":"https://doi.org/10.1111/radm.12658","url":null,"abstract":"This paper introduces a new conceptual model to examine the impact of technological opportunism (technology sensing and response capabilities) on the adoption of incremental and radical technological innovation by small and medium enterprises (SMEs). We tested our hypotheses with data from 228 Indian SMEs using a symmetric method of partial least square structural equation modeling (PLS‐SEM) and the asymmetric method of fuzzy–set qualitative comparative analysis (fsQCA) followed by sensitivity analysis done by an artificial neural network (ANN) modeling. PLS‐SEM results highlighted the roles of technology sensing and response capabilities as key drivers of both incremental and radical product innovations and the strengthening of these relationships by market uncertainty triggered by external events and crises. Apart from this, the results of fsQCA demonstrated multiple configurations of dimensions associated with the adoption of technological innovations by SMEs. This paper extends the current literature by exploring the process by which SMEs may adopt different types of technological innovation. Our findings also have useful implications for SMEs aiming to adopt technological innovations.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"69 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135093459","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：