This paper investigates to what extent internal RD horizontal connections; value chain partners, and technology service providers. We find that both internal R&D activities and external knowledge sourcing have a positive effect on firms' innovation performance. Strong internal R&D capabilities also increase the effect of sourcing from value chain partners and horizontal connections, but we do not find support for complementarity between internal R&D and collaborations with universities and research labs. These findings jointly suggest that the mixture of different types of external knowledge partners in combination with internal R&D capabilities is crucial in understanding the role of open innovation in emerging economies.
{"title":"The Interaction between Internal R&D and Different Types of External Knowledge Sourcing: An Empirical Study of Chinese Innovative Firms","authors":"Yu-fen Chen, W. Vanhaverbeke, Jingshu Du","doi":"10.1111/radm.12162","DOIUrl":"https://doi.org/10.1111/radm.12162","url":null,"abstract":"This paper investigates to what extent internal RD horizontal connections; value chain partners, and technology service providers. We find that both internal R&D activities and external knowledge sourcing have a positive effect on firms' innovation performance. Strong internal R&D capabilities also increase the effect of sourcing from value chain partners and horizontal connections, but we do not find support for complementarity between internal R&D and collaborations with universities and research labs. These findings jointly suggest that the mixture of different types of external knowledge partners in combination with internal R&D capabilities is crucial in understanding the role of open innovation in emerging economies.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133811545","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
For both managers and policy makers involved in innovation, capability failures regarding development of new services are a major concern. Efforts to strengthen those capabilities, and evaluation thereof, demand more comprehensive insight in firms’ actual abilities to source ideas and convert them into marketable service propositions. This paper aims to provide clarity by operationalizing a set of dynamic service innovation capabilities (DSICs). We first review how existing conceptualizations adopt recent insights from the dynamic capability view, which emphasizes the need to identify microfoundations corresponding to a limited set of common constructs. One of the encountered conceptualizations, consolidating earlier works in specific service sectors, was found appropriate for gauging DSICs across a wide range of industries. It exemplifies how DSICs can be conceptualized according to the so-called synthesis approach to service innovation by capturing insights on the evolutionary properties of the creation of novel solutions. Secondly, we operationalize a refined version of such DSICs and develop a measurement scale, using two subsamples from a dataset of 391 Dutch firms. The measured capabilities are found to correlate to different extents with performance measures. Our main contribution, a validated scale for five complementary DSICs, opens the way to comparative analyses which are of relevance for further research, management and policy development.
{"title":"Dynamic Capabilities for Service Innovation: Conceptualization and Measurement","authors":"Matthijs J. Janssen, C. Castaldi, A. Alexiev","doi":"10.1111/radm.12147","DOIUrl":"https://doi.org/10.1111/radm.12147","url":null,"abstract":"For both managers and policy makers involved in innovation, capability failures regarding development of new services are a major concern. Efforts to strengthen those capabilities, and evaluation thereof, demand more comprehensive insight in firms’ actual abilities to source ideas and convert them into marketable service propositions. This paper aims to provide clarity by operationalizing a set of dynamic service innovation capabilities (DSICs). We first review how existing conceptualizations adopt recent insights from the dynamic capability view, which emphasizes the need to identify microfoundations corresponding to a limited set of common constructs. One of the encountered conceptualizations, consolidating earlier works in specific service sectors, was found appropriate for gauging DSICs across a wide range of industries. It exemplifies how DSICs can be conceptualized according to the so-called synthesis approach to service innovation by capturing insights on the evolutionary properties of the creation of novel solutions. Secondly, we operationalize a refined version of such DSICs and develop a measurement scale, using two subsamples from a dataset of 391 Dutch firms. The measured capabilities are found to correlate to different extents with performance measures. Our main contribution, a validated scale for five complementary DSICs, opens the way to comparative analyses which are of relevance for further research, management and policy development.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123167753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research on the phenomenon of business model (&) innovation is taking place in related perspectives. Next to innovation and entrepreneurship literature, theories of firm strategy closely relate to the ongoing conceptualization of the business model concept. We first review in this article the linkage between the business model, innovating the business model and firm strategy in extant literature. We focus specifically on the explanatory power of the business model concept to develop insights for strategic firm behaviour, and we explore the role of business model innovation as analytic perspective for identifying sources of firm performance. Building on this conceptual overview, we subsequently present how the articles in this special issue contribute in the light of strategy theory to the understanding of the phenomenon of business model innovation. Finally, we develop some themes for future research on the topic.
{"title":"Exploring the Linkage between Business Model (&) Innovation and the Strategy of the Firm","authors":"Patrick Spieth, Dirk Schneckenberg, Kurt Matzler","doi":"10.1111/radm.12218","DOIUrl":"https://doi.org/10.1111/radm.12218","url":null,"abstract":"Research on the phenomenon of business model (&) innovation is taking place in related perspectives. Next to innovation and entrepreneurship literature, theories of firm strategy closely relate to the ongoing conceptualization of the business model concept. We first review in this article the linkage between the business model, innovating the business model and firm strategy in extant literature. We focus specifically on the explanatory power of the business model concept to develop insights for strategic firm behaviour, and we explore the role of business model innovation as analytic perspective for identifying sources of firm performance. Building on this conceptual overview, we subsequently present how the articles in this special issue contribute in the light of strategy theory to the understanding of the phenomenon of business model innovation. Finally, we develop some themes for future research on the topic.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"175 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132625437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organizations increasingly experiment with new interfaces for knowledge sharing to foster innovation. More precisely, a variety of actors from inside and outside the organization who before hardly had any interfaces in their daily work are now expected to share their knowledge. Using data collected in an explorative qualitative study with innovation managers across Europe we explore what types of semantic and pragmatic boundaries exist as barriers to knowledge sharing at newly emerging interfaces. Thereby, distinct open and hidden behavioral patterns have been identified for each type of boundary. This understanding is a precondition for fostering and managing knowledge processes at newly emerging interfaces. Also, it enables practitioners and researchers alike to engage in a more nuanced discussion of these new facets of complexity of knowledge sharing in innovation projects.
{"title":"Playing Possum, Hide‐And‐Seek, and Other Behavioral Patterns: Knowledge Boundaries at Newly Emerging Interfaces","authors":"Christiane Rau, K. Moeslein, A. Neyer","doi":"10.1111/radm.12185","DOIUrl":"https://doi.org/10.1111/radm.12185","url":null,"abstract":"Organizations increasingly experiment with new interfaces for knowledge sharing to foster innovation. More precisely, a variety of actors from inside and outside the organization who before hardly had any interfaces in their daily work are now expected to share their knowledge. Using data collected in an explorative qualitative study with innovation managers across Europe we explore what types of semantic and pragmatic boundaries exist as barriers to knowledge sharing at newly emerging interfaces. Thereby, distinct open and hidden behavioral patterns have been identified for each type of boundary. This understanding is a precondition for fostering and managing knowledge processes at newly emerging interfaces. Also, it enables practitioners and researchers alike to engage in a more nuanced discussion of these new facets of complexity of knowledge sharing in innovation projects.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114761952","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Managers increasingly invest in relationships with suppliers and customers to stimulate innovation. Existing literature has demonstrated the potential for diminishing returns to the breadth of relationships but less attention has been paid to the depth of relationships. We combine resource based theory with social capital perspectives to consider the depth of vertical inter‐firm relationships and their impact on innovation for a focal firm. Using multivariate analysis to examine supplier‐led and user‐led innovation across firms in UK manufacturing, we find that embedded relationships in either direction correlate with both product and/or process innovation. However, with further depth of embeddedness, simultaneous and varied effects on product and process innovations occur. Our findings suggest that managers need to understand the unique dynamics of relationship depth (in addition to breadth) upon product and process innovation otherwise the focal firm may waste managerial effort and resources in relationship building.
{"title":"The Impact of Deep Vertical Supply Chain Relationships Upon Focal‐Firm Innovation Performance","authors":"P. Tomlinson, F. Fai","doi":"10.1111/radm.12181","DOIUrl":"https://doi.org/10.1111/radm.12181","url":null,"abstract":"Managers increasingly invest in relationships with suppliers and customers to stimulate innovation. Existing literature has demonstrated the potential for diminishing returns to the breadth of relationships but less attention has been paid to the depth of relationships. We combine resource based theory with social capital perspectives to consider the depth of vertical inter‐firm relationships and their impact on innovation for a focal firm. Using multivariate analysis to examine supplier‐led and user‐led innovation across firms in UK manufacturing, we find that embedded relationships in either direction correlate with both product and/or process innovation. However, with further depth of embeddedness, simultaneous and varied effects on product and process innovations occur. Our findings suggest that managers need to understand the unique dynamics of relationship depth (in addition to breadth) upon product and process innovation otherwise the focal firm may waste managerial effort and resources in relationship building.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115121766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Edurne Loyarte, Jorge Posada, Seán Gaines, S. Rajasekharan, Igor García Olaizola, O. Otaegui, M. Linaza, D. Oyarzun, A. del Pozo, G. Marcos, Julián Flórez
Technology roadmapping provides a strategic tool to help companies develop an outside‐in view and challenge their current competitive perspectives. In this paper, the authors describe the roadmapping process, which is aligned, with the research and development (R&D) strategy of an applied research centre. This process is based in an adapted combination of state‐of‐the‐art methodologies, and as a result, the case study shows interesting findings in terms of R&D strategy, technology strategy and roadmapping processes and methodology.
{"title":"Technology Roadmapping (TRM) and Strategic Alignment for an Applied Research Centre: A Case Study with Methodological Contributions","authors":"Edurne Loyarte, Jorge Posada, Seán Gaines, S. Rajasekharan, Igor García Olaizola, O. Otaegui, M. Linaza, D. Oyarzun, A. del Pozo, G. Marcos, Julián Flórez","doi":"10.1111/radm.12098","DOIUrl":"https://doi.org/10.1111/radm.12098","url":null,"abstract":"Technology roadmapping provides a strategic tool to help companies develop an outside‐in view and challenge their current competitive perspectives. In this paper, the authors describe the roadmapping process, which is aligned, with the research and development (R&D) strategy of an applied research centre. This process is based in an adapted combination of state‐of‐the‐art methodologies, and as a result, the case study shows interesting findings in terms of R&D strategy, technology strategy and roadmapping processes and methodology.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121094462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Top management teams frequently overemphasize efforts to exploit the current product portfolio, even in the face of the strong need to step up exploration activities. This mismanagement of the balance between explorative R&D activities and exploitation of the current product portfolio can result in the so‐called success trap, the situation where explorative activities are fully suppressed. The success trap constitutes a serious threat to the long‐term viability of a firm. Recent studies of publicly traded corporations suggest that the suppression of exploration arises from the interplay among the executive team's myopic forces, the board of directors as gatekeeper of the capital market, and the exploitation–exploration investments and their outcomes. In this paper, system dynamics modeling serves to identify and test ways in which top management teams can counteract this suppression process. For instance, we find that when the executive board is suppressing exploration, the board of directors can still prevent the success trap by actively intervening in the exploitation–exploration strategy.
{"title":"How to Counteract the Suppression of Exploration in Publicly Traded Corporations","authors":"B. Walrave, Kim E. van Oorschot, A. Romme","doi":"10.1111/radm.12094","DOIUrl":"https://doi.org/10.1111/radm.12094","url":null,"abstract":"Top management teams frequently overemphasize efforts to exploit the current product portfolio, even in the face of the strong need to step up exploration activities. This mismanagement of the balance between explorative R&D activities and exploitation of the current product portfolio can result in the so‐called success trap, the situation where explorative activities are fully suppressed. The success trap constitutes a serious threat to the long‐term viability of a firm. Recent studies of publicly traded corporations suggest that the suppression of exploration arises from the interplay among the executive team's myopic forces, the board of directors as gatekeeper of the capital market, and the exploitation–exploration investments and their outcomes. In this paper, system dynamics modeling serves to identify and test ways in which top management teams can counteract this suppression process. For instance, we find that when the executive board is suppressing exploration, the board of directors can still prevent the success trap by actively intervening in the exploitation–exploration strategy.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129593608","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
International Conference in Business, Management & Tourism, Dr. R S Bharathish Rao, G. Manjunath, Dr. Monika Ranka
With the rapid development in business and technology, enterprises are now facing competition that is fiercer than ever before. How to assist enterprises in gaining competitive advantage via business innovation and technologies has become a crucial issue. In finding a solution many authors contributed their research work to publish in this edited volume Recent Trends in Business, Management & Tourism. This volume is edited by Gundupagi Manjunath, Dr. R S Bharathish Rao and Dr. Monica Ranka.
{"title":"Recent Trends in Business, Management & Tourism - Volume I","authors":"International Conference in Business, Management & Tourism, Dr. R S Bharathish Rao, G. Manjunath, Dr. Monika Ranka","doi":"10.2139/ssrn.2429833","DOIUrl":"https://doi.org/10.2139/ssrn.2429833","url":null,"abstract":"With the rapid development in business and technology, enterprises are now facing competition that is fiercer than ever before. How to assist enterprises in gaining competitive advantage via business innovation and technologies has become a crucial issue. In finding a solution many authors contributed their research work to publish in this edited volume Recent Trends in Business, Management & Tourism. This volume is edited by Gundupagi Manjunath, Dr. R S Bharathish Rao and Dr. Monica Ranka.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131056612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We evaluate the impact of M&A activity on the growth of R&D spending and R&D intensity of 265 acquiring firms and 133 merger targets between 1990 and 2009. We use different matching techniques to construct separate control groups for acquirers and targets and use appropriate difference-in-difference estimation methods to single out the causal effect of mergers on R&D growth and intensity. We find that target firms substantially decrease their R&D efforts after a merger, while the R&D intensity of acquirers drops due to a sharp increase in sales.
{"title":"M&A and R&D: Asymmetric Effects on Acquirers and Targets?","authors":"Florian W Szücs","doi":"10.2139/ssrn.2009415","DOIUrl":"https://doi.org/10.2139/ssrn.2009415","url":null,"abstract":"We evaluate the impact of M&A activity on the growth of R&D spending and R&D intensity of 265 acquiring firms and 133 merger targets between 1990 and 2009. We use different matching techniques to construct separate control groups for acquirers and targets and use appropriate difference-in-difference estimation methods to single out the causal effect of mergers on R&D growth and intensity. We find that target firms substantially decrease their R&D efforts after a merger, while the R&D intensity of acquirers drops due to a sharp increase in sales.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115183268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine the asset pricing implications of a production economy whose long-term growth prospects are endogenously determined by innovation and R&D. In equilibrium, Rh&D endogenously drives a small, persistent component in productivity which generates long-run uncertainty about economic growth. With recursive preferences, households fear that persistent downturns in economic growth are accompanied by low asset valuations and command high risk premia in asset markets. Empirically, we find substantial evidence for innovation-driven low-frequency movements in aggregate growth rates and asset market valuations. In short, equilibrium growth is risky.
{"title":"Innovation, Growth, and Asset Prices","authors":"H. Kung, L. Schmid","doi":"10.2139/ssrn.1787741","DOIUrl":"https://doi.org/10.2139/ssrn.1787741","url":null,"abstract":"We examine the asset pricing implications of a production economy whose long-term growth prospects are endogenously determined by innovation and R&D. In equilibrium, Rh&D endogenously drives a small, persistent component in productivity which generates long-run uncertainty about economic growth. With recursive preferences, households fear that persistent downturns in economic growth are accompanied by low asset valuations and command high risk premia in asset markets. Empirically, we find substantial evidence for innovation-driven low-frequency movements in aggregate growth rates and asset market valuations. In short, equilibrium growth is risky.","PeriodicalId":318694,"journal":{"name":"POL: Innovation & Strategy (Topic)","volume":"82 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123281776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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