Evaluating the impact of intellectual property protection on innovation should include multiple perspectives, of which the impact of patent infringement remedies is an indispensable perspective. The two options for resolving patent infringement disputes in China include civil litigation (CL) and administrative adjudication (AA). Despite the fact that the judicial system has been emphasized as playing the leading role in intellectual property protection, patentees have shown a strong preference for AA since 2015. The general application of AA had been criticized by scholars. Does the patentee's preference bring inappropriate protection and stifled innovation? This study used regression models and 2008–2020 data on the choice of patent dispute resolution mode in China. The number of invention patent applications was the dependent variable, and choices for CL or AA were the independent variables. The choice of AA and the invention patent application were found to have a significant and positive association, implying that AA provides an appropriate level of intellectual property protection to incentivize innovation. Characteristics derived from AA should be valued and used as a reference to improve innovation policies.
{"title":"Can patentee preference in patent infringement dispute resolution impact innovation?","authors":"Biyu Ma, Dingming Yu","doi":"10.1111/radm.12657","DOIUrl":"https://doi.org/10.1111/radm.12657","url":null,"abstract":"Evaluating the impact of intellectual property protection on innovation should include multiple perspectives, of which the impact of patent infringement remedies is an indispensable perspective. The two options for resolving patent infringement disputes in China include civil litigation (CL) and administrative adjudication (AA). Despite the fact that the judicial system has been emphasized as playing the leading role in intellectual property protection, patentees have shown a strong preference for AA since 2015. The general application of AA had been criticized by scholars. Does the patentee's preference bring inappropriate protection and stifled innovation? This study used regression models and 2008–2020 data on the choice of patent dispute resolution mode in China. The number of invention patent applications was the dependent variable, and choices for CL or AA were the independent variables. The choice of AA and the invention patent application were found to have a significant and positive association, implying that AA provides an appropriate level of intellectual property protection to incentivize innovation. Characteristics derived from AA should be valued and used as a reference to improve innovation policies.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":" 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135242090","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 empirical research finds a contingent, slightly positive net effect on the relationship between digitalization and employment, resulting from the automation and reinstatement of jobs, the two countervailing forces revealed by the theoretical literature. We dig down at the features of this relationship, using two waves of Innobarometer surveys to capture the innovation investments of a sample of European enterprises in 2015 and 2016. Adding to previous studies, we identify an inverted U‐shape between degrees of digitalization and employment; this effect is more prominent in small companies with fewer than 50 employees. The effect diminishes for very large companies. In addition, we show complementarity links between research and development (R&D) investments and digital ones proxied by investing in software development and acquiring hardware and software. Specifically, we find support for a positive association between employment and investment in information technology (IT) assets and R&D. On average, companies that invest in both IT and R&D have 11.5% more employees than those that embrace just one. While we observe that small companies that invest in either type of IT asset employ more people, at larger enterprises, the positive effect is only found when they invest in both. The study supports the findings using alternative regression methods, quantile, and Lewbel instrumental variables.
{"title":"Digitalization and employment in Europe: the role of firm's size and the complementarity of R&D","authors":"Jesús García‐Romanos, Ester Martínez‐Ros","doi":"10.1111/radm.12656","DOIUrl":"https://doi.org/10.1111/radm.12656","url":null,"abstract":"The empirical research finds a contingent, slightly positive net effect on the relationship between digitalization and employment, resulting from the automation and reinstatement of jobs, the two countervailing forces revealed by the theoretical literature. We dig down at the features of this relationship, using two waves of Innobarometer surveys to capture the innovation investments of a sample of European enterprises in 2015 and 2016. Adding to previous studies, we identify an inverted U‐shape between degrees of digitalization and employment; this effect is more prominent in small companies with fewer than 50 employees. The effect diminishes for very large companies. In addition, we show complementarity links between research and development (R&D) investments and digital ones proxied by investing in software development and acquiring hardware and software. Specifically, we find support for a positive association between employment and investment in information technology (IT) assets and R&D. On average, companies that invest in both IT and R&D have 11.5% more employees than those that embrace just one. While we observe that small companies that invest in either type of IT asset employ more people, at larger enterprises, the positive effect is only found when they invest in both. The study supports the findings using alternative regression methods, quantile, and Lewbel instrumental variables.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":" 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135285967","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}
Firms increasingly apply agile approaches in their development processes, and therefore researchers started investigating how agility affects innovation performance. However, previous research on agility often only considers software development or approaches the concept only from an outcome perspective (i.e. increased adaptability to changes) instead of from a capability perspective (i.e. how to organise for adaptability to be successful). Consequently, research failed to investigate how the organisation of agile research and development (R&D) units in physical new product development (NPD) affects innovation performance. We apply structural equation modelling on 162 R&D units in a large industrial firm and analyse the interplay of agile R&D units' organisation, the resulting agility, front‐end success and NPD success. Moreover, we consider contingency factors of environmental turbulence. The study extends research on agility's neglected capability perspective in innovation management, thus providing a better understanding of agility's relationship with innovation performance and showing managers how to increase their unit's NPD success.
{"title":"Agile R&D units' organisation and its relationship with innovation performance","authors":"Andre Meier, Alexander Kock","doi":"10.1111/radm.12655","DOIUrl":"https://doi.org/10.1111/radm.12655","url":null,"abstract":"Firms increasingly apply agile approaches in their development processes, and therefore researchers started investigating how agility affects innovation performance. However, previous research on agility often only considers software development or approaches the concept only from an outcome perspective (i.e. increased adaptability to changes) instead of from a capability perspective (i.e. how to organise for adaptability to be successful). Consequently, research failed to investigate how the organisation of agile research and development (R&D) units in physical new product development (NPD) affects innovation performance. We apply structural equation modelling on 162 R&D units in a large industrial firm and analyse the interplay of agile R&D units' organisation, the resulting agility, front‐end success and NPD success. Moreover, we consider contingency factors of environmental turbulence. The study extends research on agility's neglected capability perspective in innovation management, thus providing a better understanding of agility's relationship with innovation performance and showing managers how to increase their unit's NPD success.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"26 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135433055","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}
Martin Kauschinger, Maximilian Schreieck, Helmut Krcmar
Platform ecosystems shift the locus of innovation from internal departments to third‐party developers, leading to knowledge boundaries between the platform owner and these external developers. Whereas traditional knowledge management approaches focus on intra‐organizational knowledge sharing, platform owners have to adopt an inter‐organizational approach to integrate knowledge across firm boundaries. Platform owners thus rely on knowledge boundary resources such as technical documentation, information portals, training materials, sample code, blogs, and online communities to overcome knowledge boundaries in their ecosystems. Existing research has identified different types of knowledge boundaries and knowledge boundary resources, but further research is needed to clarify how they influence third‐party application development. Against this background, we study how third‐party developers integrate knowledge boundary resources into their development practices. To derive an in‐depth understanding of the phenomenon, we used cognitive fit theory and conducted a single case study of SAP's Business Technology Platform. Based on 23 interviews, we developed a process model and distilled two primary purposes why third‐party developers use knowledge boundary resources: learning and problem‐solving. Based on these purposes, we explain the emergence of a knowledge boundary resource‐purpose fit that shapes the selection, evaluation, and usage of knowledge boundary resources. We then draw upon various knowledge boundary resource characteristics to condense four cases with a particularly favorable knowledge boundary resource‐purpose fit. Based on our results, we derive five propositions to help platform owners design effective knowledge boundary resources.
{"title":"The role of knowledge boundary resources for platform ecosystems – insights and design implications from <scp>SAP</scp>'s Business Technology Platform","authors":"Martin Kauschinger, Maximilian Schreieck, Helmut Krcmar","doi":"10.1111/radm.12644","DOIUrl":"https://doi.org/10.1111/radm.12644","url":null,"abstract":"Platform ecosystems shift the locus of innovation from internal departments to third‐party developers, leading to knowledge boundaries between the platform owner and these external developers. Whereas traditional knowledge management approaches focus on intra‐organizational knowledge sharing, platform owners have to adopt an inter‐organizational approach to integrate knowledge across firm boundaries. Platform owners thus rely on knowledge boundary resources such as technical documentation, information portals, training materials, sample code, blogs, and online communities to overcome knowledge boundaries in their ecosystems. Existing research has identified different types of knowledge boundaries and knowledge boundary resources, but further research is needed to clarify how they influence third‐party application development. Against this background, we study how third‐party developers integrate knowledge boundary resources into their development practices. To derive an in‐depth understanding of the phenomenon, we used cognitive fit theory and conducted a single case study of SAP's Business Technology Platform. Based on 23 interviews, we developed a process model and distilled two primary purposes why third‐party developers use knowledge boundary resources: learning and problem‐solving. Based on these purposes, we explain the emergence of a knowledge boundary resource‐purpose fit that shapes the selection, evaluation, and usage of knowledge boundary resources. We then draw upon various knowledge boundary resource characteristics to condense four cases with a particularly favorable knowledge boundary resource‐purpose fit. Based on our results, we derive five propositions to help platform owners design effective knowledge boundary resources.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"31 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135974830","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}
Keivan Aghasi, Massimo G. Colombo, Lucia Piscitello, Cristina Rossi Lamastra
The cultural distance between the acquiring and acquired firms is a double‐edged sword in cross‐border high‐tech acquisitions. It magnifies the ‘combination potential’ of the acquisition but also poses severe integration challenges. Scholars have highlighted that the retention of acquired CEOs in combined entities is an effective integration action to address these challenges but have generally considered it from the acquiring firms' perspective only. In this study, we also take into account the acquired CEOs' perspective and find that the permanence of acquired CEOs in the post‐acquisition organization depends on the balance between the acquiring firms' incentives to retain the acquired CEOs and the acquired CEOs' opportunity costs to remain in the company. Specifically, we argue that both sides increase with the cultural distance between the acquiring and acquired firms and that the acquired CEOs' personal characteristics and context‐specific conditions also influence this balance. We test our hypotheses using a sample of 447 cross‐border acquisitions of small high‐tech firms by large listed firms between 2001 and 2014. Our findings confirm our expectations and highlight the role of micro‐foundational characteristics in shaping the effect of key macro‐level factors on the integration of high‐tech acquisitions in international contexts.
{"title":"Cultural distance and the permanence of acquired <scp>CEOs</scp> in cross‐border high‐tech acquisitions: combining the acquirer's and <scp>CEO</scp>'s perspectives","authors":"Keivan Aghasi, Massimo G. Colombo, Lucia Piscitello, Cristina Rossi Lamastra","doi":"10.1111/radm.12653","DOIUrl":"https://doi.org/10.1111/radm.12653","url":null,"abstract":"The cultural distance between the acquiring and acquired firms is a double‐edged sword in cross‐border high‐tech acquisitions. It magnifies the ‘combination potential’ of the acquisition but also poses severe integration challenges. Scholars have highlighted that the retention of acquired CEOs in combined entities is an effective integration action to address these challenges but have generally considered it from the acquiring firms' perspective only. In this study, we also take into account the acquired CEOs' perspective and find that the permanence of acquired CEOs in the post‐acquisition organization depends on the balance between the acquiring firms' incentives to retain the acquired CEOs and the acquired CEOs' opportunity costs to remain in the company. Specifically, we argue that both sides increase with the cultural distance between the acquiring and acquired firms and that the acquired CEOs' personal characteristics and context‐specific conditions also influence this balance. We test our hypotheses using a sample of 447 cross‐border acquisitions of small high‐tech firms by large listed firms between 2001 and 2014. Our findings confirm our expectations and highlight the role of micro‐foundational characteristics in shaping the effect of key macro‐level factors on the integration of high‐tech acquisitions in international contexts.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134902564","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}
Sana Larif, Moez Essid, Sylvaine Castellano, Insaf Khelladi
Despite the two sides of deviant behaviors and the fact that knowledge brokers are sometimes presented in a negative light due to their unique position, this article unveils from an innovation perspective how these two intricate individual‐level concepts bring positive outcomes in complex environments. While previous work has highlighted the positive impact of constructive workplace deviance on organizations and their members, research on the antecedents of such deviance is scarce. We use knowledge brokers as an unexplored and pertinent means of enacting innovative constructive deviance. Indeed, knowledge brokering supports innovation by connecting, recombining, and transferring disconnected pools of ideas. A case study of a high‐tech company was conducted. We focused on three B2C and B2B co‐creation projects as one of the main open innovation strategies. The results suggest that knowledge‐brokering activities with customers or partner firms enact innovative constructive deviance in different ways and accelerate creativity and innovation within the organization. This paper contributes to the debate on deviant behaviors and brokering activities within the open innovation paradigm. We enrich the microfoundational perspective of the open innovation literature, shed light on the determinants of innovative constructive deviance, and provide empirical evidence of the relationship between brokering activities and deviant behavior. On a managerial level, the findings suggest that knowledge‐brokering activities among multiple stakeholders foster innovative behaviors within co‐creation projects.
{"title":"Knowledge‐brokering activities as enactors of innovative constructive deviance in open R&D projects","authors":"Sana Larif, Moez Essid, Sylvaine Castellano, Insaf Khelladi","doi":"10.1111/radm.12651","DOIUrl":"https://doi.org/10.1111/radm.12651","url":null,"abstract":"Despite the two sides of deviant behaviors and the fact that knowledge brokers are sometimes presented in a negative light due to their unique position, this article unveils from an innovation perspective how these two intricate individual‐level concepts bring positive outcomes in complex environments. While previous work has highlighted the positive impact of constructive workplace deviance on organizations and their members, research on the antecedents of such deviance is scarce. We use knowledge brokers as an unexplored and pertinent means of enacting innovative constructive deviance. Indeed, knowledge brokering supports innovation by connecting, recombining, and transferring disconnected pools of ideas. A case study of a high‐tech company was conducted. We focused on three B2C and B2B co‐creation projects as one of the main open innovation strategies. The results suggest that knowledge‐brokering activities with customers or partner firms enact innovative constructive deviance in different ways and accelerate creativity and innovation within the organization. This paper contributes to the debate on deviant behaviors and brokering activities within the open innovation paradigm. We enrich the microfoundational perspective of the open innovation literature, shed light on the determinants of innovative constructive deviance, and provide empirical evidence of the relationship between brokering activities and deviant behavior. On a managerial level, the findings suggest that knowledge‐brokering activities among multiple stakeholders foster innovative behaviors within co‐creation projects.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"160 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135274065","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}
Zahra Kashanizadeh, Saeed Khanagha, Andreas Alexiou, Henk Volberda
While new ventures strive to align with prevailing demand and expectations to gain and maintain legitimacy and successfully overcome the liability of newness, sharing economy ventures face additional legitimacy pressure before and after they achieve scale. Based on an inductive single case study approach, using the example of Airbnb Inc., this study investigates how digital platform‐based ventures navigate the tension between remaining legitimate yet distinctive throughout the organizational lifecycle. Adopting a processual perspective, our findings reveal the strategies used by Airbnb to navigate the temporal dynamics of entering established industries. With a particular focus on the digital platform's efforts to achieve and maintain cognitive and sociopolitical legitimacy, this study aims to enhance knowledge regarding the formation and adjustment of organizational strategy and identity over time. Our proposed model of digital platform development reveals three distinct stages of strategy shifts, including demonstrating a sense of novelty, establishing dominant positioning in a broader market, and competitive differentiation to create value for customers. Furthermore, we show the primary triggers for change and the organizational identity change process in different stages of the organizational lifecycle.
{"title":"The dynamics of new sharing economy ventures strategies and ecosystem legitimacy: the case of Airbnb","authors":"Zahra Kashanizadeh, Saeed Khanagha, Andreas Alexiou, Henk Volberda","doi":"10.1111/radm.12649","DOIUrl":"https://doi.org/10.1111/radm.12649","url":null,"abstract":"While new ventures strive to align with prevailing demand and expectations to gain and maintain legitimacy and successfully overcome the liability of newness, sharing economy ventures face additional legitimacy pressure before and after they achieve scale. Based on an inductive single case study approach, using the example of Airbnb Inc., this study investigates how digital platform‐based ventures navigate the tension between remaining legitimate yet distinctive throughout the organizational lifecycle. Adopting a processual perspective, our findings reveal the strategies used by Airbnb to navigate the temporal dynamics of entering established industries. With a particular focus on the digital platform's efforts to achieve and maintain cognitive and sociopolitical legitimacy, this study aims to enhance knowledge regarding the formation and adjustment of organizational strategy and identity over time. Our proposed model of digital platform development reveals three distinct stages of strategy shifts, including demonstrating a sense of novelty, establishing dominant positioning in a broader market, and competitive differentiation to create value for customers. Furthermore, we show the primary triggers for change and the organizational identity change process in different stages of the organizational lifecycle.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135780134","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}
Although a growing number of studies on project knowledge hiding have identified the consequences of peer knowledge hiding in research and development (R&D) project settings, the effects of project managers' knowledge hiding on subordinates' task performance remain underexplored. Drawing on leader–member exchange theory, this study explores how different dimensions of project managers' knowledge hiding affect subordinates' task performance through leader‐member guanxi. Data were collected from a sample of 143 manager‐subordinate dyads in Chinese R&D teams. The results indicate that project managers' evasive hiding and playing dumb had negative influences on subordinates' task performance. Leader–member guanxi partially mediates the relationship between project managers' evasive hiding and subordinates' task performance. Finally, the theoretical and practical implications and limitations are discussed.
{"title":"The effect of top‐down knowledge hiding on subordinates' task performance in Chinese R&D projects: the mediating role of leader‐member ‘guanxi’","authors":"Zhen Zhang, Min Min","doi":"10.1111/radm.12652","DOIUrl":"https://doi.org/10.1111/radm.12652","url":null,"abstract":"Although a growing number of studies on project knowledge hiding have identified the consequences of peer knowledge hiding in research and development (R&D) project settings, the effects of project managers' knowledge hiding on subordinates' task performance remain underexplored. Drawing on leader–member exchange theory, this study explores how different dimensions of project managers' knowledge hiding affect subordinates' task performance through leader‐member guanxi. Data were collected from a sample of 143 manager‐subordinate dyads in Chinese R&D teams. The results indicate that project managers' evasive hiding and playing dumb had negative influences on subordinates' task performance. Leader–member guanxi partially mediates the relationship between project managers' evasive hiding and subordinates' task performance. Finally, the theoretical and practical implications and limitations are discussed.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136359997","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}
Andrew Park, Elicia Maine, Riccardo Fini, Einar Rasmussen, Alberto Di Minin, Lawrence Dooley, Letizia Mortara, Sarah Lubik, Yuan (Joseph) Zhou
University spin‐offs (USOs) have attracted significant attention from scholars and policymakers as an important mechanism for science‐based innovation. The debate on how USOs generate innovation outcomes has often focused on tangible assets, while the role of intangible assets has been less explored and remains loosely defined. Yet emerging research suggests that intangible assets, especially in the early stages of a USO's lifecycle, have a critical influence on its survival and future success, highlighting a need for a better understanding of how intangible assets enable science‐based innovation through USOs. Drawing from several streams of literature, we define intangible assets in the context of science‐based innovation through USOs: an intangible asset is a resource that is non‐physical, non‐financial, has long life, and has potential to provide future benefits to the owner. Based on this working definition, we conduct a systematic literature review of the leading innovation management journals and inductively derive a framework outlining the antecedents, processes, and outcomes of science‐based innovation through USOs, focusing on the influence of intangible assets. The framework identifies the categories of resources which can enhance or hinder science‐based innovation through USOs. Such categorization reveals fruitful directions for future research such as a deeper examination of societal outcomes. We conclude by offering recommendations for scholars, practitioners, and policymakers to better leverage intangible assets to enhance science‐based innovation.
{"title":"Science‐based innovation via university spin‐offs: the influence of intangible assets","authors":"Andrew Park, Elicia Maine, Riccardo Fini, Einar Rasmussen, Alberto Di Minin, Lawrence Dooley, Letizia Mortara, Sarah Lubik, Yuan (Joseph) Zhou","doi":"10.1111/radm.12646","DOIUrl":"https://doi.org/10.1111/radm.12646","url":null,"abstract":"University spin‐offs (USOs) have attracted significant attention from scholars and policymakers as an important mechanism for science‐based innovation. The debate on how USOs generate innovation outcomes has often focused on tangible assets, while the role of intangible assets has been less explored and remains loosely defined. Yet emerging research suggests that intangible assets, especially in the early stages of a USO's lifecycle, have a critical influence on its survival and future success, highlighting a need for a better understanding of how intangible assets enable science‐based innovation through USOs. Drawing from several streams of literature, we define intangible assets in the context of science‐based innovation through USOs: an intangible asset is a resource that is non‐physical, non‐financial, has long life, and has potential to provide future benefits to the owner. Based on this working definition, we conduct a systematic literature review of the leading innovation management journals and inductively derive a framework outlining the antecedents, processes, and outcomes of science‐based innovation through USOs, focusing on the influence of intangible assets. The framework identifies the categories of resources which can enhance or hinder science‐based innovation through USOs. Such categorization reveals fruitful directions for future research such as a deeper examination of societal outcomes. We conclude by offering recommendations for scholars, practitioners, and policymakers to better leverage intangible assets to enhance science‐based innovation.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146534","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 is primarily a socio‐economic concept that is built upon organizations sharing resources between each other. It includes sharing a single platform by multiple organizations. These organizations can be rivals competing in the same marketplace. Often, organizations can share their employees, data, and other resources. Although there are multiple benefits in a platform‐based sharing economy business model, there are some ethical concerns, too. Limited studies have extensively investigated how adopting a platform‐based sharing economy business model could provide both opportunities and challenges impacting the intention of the organizations to adopt this model. From such a perspective, this study aims at an in‐depth investigation of employees' perceptions regarding the intention of adopting sharing economy models through which organizations could enjoy various benefits that overcome the risks. With the help of a resource‐based view with other theories and the extant literature, a conceptual model has been developed, which later has been validated using the PLS–SEM technique considering 376 responses from different organizations in India. This study has demonstrated how the benefits derived from adopting a platform‐based sharing economy business model overcome the risks involved and could motivate organizations to intend to adopt such a business model.
{"title":"Bright and dark sides of adopting a platform‐based sharing economy business model","authors":"Sheshadri Chatterjee, Ranjan Chaudhuri, Demetris Vrontis, Raj Mahto","doi":"10.1111/radm.12650","DOIUrl":"https://doi.org/10.1111/radm.12650","url":null,"abstract":"The sharing economy is primarily a socio‐economic concept that is built upon organizations sharing resources between each other. It includes sharing a single platform by multiple organizations. These organizations can be rivals competing in the same marketplace. Often, organizations can share their employees, data, and other resources. Although there are multiple benefits in a platform‐based sharing economy business model, there are some ethical concerns, too. Limited studies have extensively investigated how adopting a platform‐based sharing economy business model could provide both opportunities and challenges impacting the intention of the organizations to adopt this model. From such a perspective, this study aims at an in‐depth investigation of employees' perceptions regarding the intention of adopting sharing economy models through which organizations could enjoy various benefits that overcome the risks. With the help of a resource‐based view with other theories and the extant literature, a conceptual model has been developed, which later has been validated using the PLS–SEM technique considering 376 responses from different organizations in India. This study has demonstrated how the benefits derived from adopting a platform‐based sharing economy business model overcome the risks involved and could motivate organizations to intend to adopt such a business model.","PeriodicalId":21040,"journal":{"name":"R&D Management","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135482266","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}
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