Pub Date : 2023-04-12DOI: 10.24840/2183-0606_011.001_0002
Janaina Piana, Luiza Tagliari Brustolin
There is a considerable amount of research on technological upgrading and innovation. However, the majority of studies tend to focus on R&D and patents aspects in high-tech industries. Seeking to contribute to rebalancing the analysis, we examine how occurs technological upgrading path in a low-tech industry, the clothing industry from emerging market. The low-tech industries represent around 90% of the economy of emerging countries, such as Brazil. The research design is operationalized from depth individual case study. The findings show that the clothing industry, even though characterized as low-tech, has not remained technologically stagnant, developing innovative activities and a path-follower. However, although it can be considered innovative, the industry shows little association with 4.0 technologies. The research questions biases in extant research and policy debate towards certain types of innovative capabilities, industries, and taxonomies that limit the understanding of innovation and technological catch-up in different industrial settings.
{"title":"Firm-level Technological Upgrading Process in Low-tech Industries: the case of Clothing Industry in Brazil","authors":"Janaina Piana, Luiza Tagliari Brustolin","doi":"10.24840/2183-0606_011.001_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_0002","url":null,"abstract":"There is a considerable amount of research on technological upgrading and innovation. However, the majority of studies tend to focus on R&D and patents aspects in high-tech industries. Seeking to contribute to rebalancing the analysis, we examine how occurs technological upgrading path in a low-tech industry, the clothing industry from emerging market. The low-tech industries represent around 90% of the economy of emerging countries, such as Brazil. The research design is operationalized from depth individual case study. The findings show that the clothing industry, even though characterized as low-tech, has not remained technologically stagnant, developing innovative activities and a path-follower. However, although it can be considered innovative, the industry shows little association with 4.0 technologies. The research questions biases in extant research and policy debate towards certain types of innovative capabilities, industries, and taxonomies that limit the understanding of innovation and technological catch-up in different industrial settings.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48799239","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-10DOI: 10.24840/2183-0606_011.001_l001
Chao Miao, Shanshan Qian, R. Humphrey
People from all over the world are overwhelmed by the news and information related to the global COVID-19 pandemic on a daily basis. The social, economic, political, environmental, and technological landscapes have been undergoing unprecedented vicissitudes which have hindered innovation management. It hence behooves policy makers and leaders to develop and implement effective solutions and practices to immediately address the issues and catastrophes engendered by COVID-19. We discuss the promises of emotional intelligence to deal with the negative impact of COVID-19 and propose a list of practical recommendations for policy makers and leaders to consider when developing and assigning emotional intelligence training.
{"title":"Training in Emotional Intelligence: A Proposed Solution to COVID-19 Related Problems that Interfere with Innovation Management","authors":"Chao Miao, Shanshan Qian, R. Humphrey","doi":"10.24840/2183-0606_011.001_l001","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_l001","url":null,"abstract":"People from all over the world are overwhelmed by the news and information related to the global COVID-19 pandemic on a daily basis. The social, economic, political, environmental, and technological landscapes have been undergoing unprecedented vicissitudes which have hindered innovation management. It hence behooves policy makers and leaders to develop and implement effective solutions and practices to immediately address the issues and catastrophes engendered by COVID-19. We discuss the promises of emotional intelligence to deal with the negative impact of COVID-19 and propose a list of practical recommendations for policy makers and leaders to consider when developing and assigning emotional intelligence training.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48471314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-04DOI: 10.24840/2183-0606_011.001_0001
J. Winter
For a long time, the business activities of industrial companies in mechanical engineering, plant construction or the automotive industry focused on products and product-related services. Digital pioneers have refined these products such as machinery, equipment, and devices with data-driven services, which they make available worldwide via digital platforms. This emerging trend influences existing and future business models of all companies. This transition from product-related, single-sided markets to platform markets is characteristic of the digital age. The speed at which business models must change continues to be underestimated by many market participants, especially when order books are well filled and the pressure to change appears to be low. Industrial and service companies need to adapt to the changes induced by new market players to secure future business success and remain competitive in the digital age. The aim of this article is to intensify the debate on digital business models in the industry by providing practical examples of business model innovations in three industries.
{"title":"Business Model Innovation in the German Industry: Case Studies from the Railway, Manufacturing and Construction Sectors","authors":"J. Winter","doi":"10.24840/2183-0606_011.001_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_0001","url":null,"abstract":"For a long time, the business activities of industrial companies in mechanical engineering, plant construction or the automotive industry focused on products and product-related services. Digital pioneers have refined these products such as machinery, equipment, and devices with data-driven services, which they make available worldwide via digital platforms. This emerging trend influences existing and future business models of all companies. This transition from product-related, single-sided markets to platform markets is characteristic of the digital age. The speed at which business models must change continues to be underestimated by many market participants, especially when order books are well filled and the pressure to change appears to be low. Industrial and service companies need to adapt to the changes induced by new market players to secure future business success and remain competitive in the digital age. The aim of this article is to intensify the debate on digital business models in the industry by providing practical examples of business model innovations in three industries.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45307658","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-01DOI: 10.24840/2183-0606_010.004_0003
Carlos Ferreira, José Oliveira, Manuel Sousa Aroso
The Authenticity Business Model Canvas is a tool to enhance the role of authenticity in business models. It was based on the combination of the Triple-Layered Business Model Canvas (TLBMC) proposed by Joyce and Paquin (2016) with the authenticity theory presented by Wang (1999). The model attempts to solve the challenge of helping companies identify sources for value creation by involving key stakeholders (particularly employees and customers) to improve the authenticity of the business. The research shows that the enhancement of object-based and existential authenticity, as well as relational value, contributes to increasing customer loyalty, customer lifetime value and word of mouth. This paper explains how the tool was developed through a case study applied to the Portuguese Way of St. James. The Authenticity Business Model Canvas is presented and its key features are described.
{"title":"Authenticity Business Model Canvas - A New Tool Applied to the Portuguese Way of St. James","authors":"Carlos Ferreira, José Oliveira, Manuel Sousa Aroso","doi":"10.24840/2183-0606_010.004_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_010.004_0003","url":null,"abstract":"The Authenticity Business Model Canvas is a tool to enhance the role of authenticity in business models. It was based on the combination of the Triple-Layered Business Model Canvas (TLBMC) proposed by Joyce and Paquin (2016) with the authenticity theory presented by Wang (1999). The model attempts to solve the challenge of helping companies identify sources for value creation by involving key stakeholders (particularly employees and customers) to improve the authenticity of the business. The research shows that the enhancement of object-based and existential authenticity, as well as relational value, contributes to increasing customer loyalty, customer lifetime value and word of mouth. This paper explains how the tool was developed through a case study applied to the Portuguese Way of St. James. The Authenticity Business Model Canvas is presented and its key features are described.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49452960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-16DOI: 10.24840/2183-0606_010.004_0001
Angélica Pigola, Priscila Rezende da Costa, G. Porto, M. Mazieri
Relational capabilities (RC) draw upon the relational view incorporated into different approaches in competing ways. To provide a clarification of concepts to identify trends, perspectives, and future research opportunities, we conducted a literature review through a bibliometric analysis from 1979 to 2021 publications. Additionally, we highlight the most influential papers that extensively discuss RC and its influences and variations to manage innovation. Findings identify some descriptive insights about publications and the turning point article in the literature that influenced the evolution of RC under the innovation management perspective. RC intertwines into various aspects of innovation management, such as knowledge-based co-creation, learning value, collaborative strategy, innovative ecosystems, strategic management, managing partners, and organizational growth. Therefore, the stream of innovation management leads us to conceptualize RC, highlighting opportunities for further research to solidify RC’s significance. By reviewing and identifying the most influential papers and their authors and systematizing existing knowledge on RC, this research produces theoretical contributions for dynamic capabilities and innovation theory. From a practitioner standpoint, managers likely look at relational resources and strategies towards innovativeness from a new perspective understanding that relational rents exist.
{"title":"Towards a Comprehensive Conceptualization of Relational Capabilities: an Innovation Management Perspective","authors":"Angélica Pigola, Priscila Rezende da Costa, G. Porto, M. Mazieri","doi":"10.24840/2183-0606_010.004_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.004_0001","url":null,"abstract":"Relational capabilities (RC) draw upon the relational view incorporated into different approaches in competing ways. To provide a clarification of concepts to identify trends, perspectives, and future research opportunities, we conducted a literature review through a bibliometric analysis from 1979 to 2021 publications. Additionally, we highlight the most influential papers that extensively discuss RC and its influences and variations to manage innovation. Findings identify some descriptive insights about publications and the turning point article in the literature that influenced the evolution of RC under the innovation management perspective. RC intertwines into various aspects of innovation management, such as knowledge-based co-creation, learning value, collaborative strategy, innovative ecosystems, strategic management, managing partners, and organizational growth. Therefore, the stream of innovation management leads us to conceptualize RC, highlighting opportunities for further research to solidify RC’s significance. By reviewing and identifying the most influential papers and their authors and systematizing existing knowledge on RC, this research produces theoretical contributions for dynamic capabilities and innovation theory. From a practitioner standpoint, managers likely look at relational resources and strategies towards innovativeness from a new perspective understanding that relational rents exist.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47069154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-16DOI: 10.24840/2183-0606_010.004_0002
Rui Patrício, P. Gomide, L. Rocha
The digital innovation era creates new challenges for companies and amplifies the gap between leaders and followers. This paper builds on a human-centered design (HCD) approach, arguing that companies can bridge this gap by mastering the human aspects of their entire digital journey. Based on a study conducted online with fifteen executives of leading companies involved in digital initiatives, provide insights into how companies can use HCD approaches to help them engage customers and employees and better navigate the digital innovation journey. HCD approaches can drive digital adoption forward by assisting companies in building empathy with people and developing a systemic environment that encourages them to be more flexible, optimize the user's experience and facilitate the co-creation of digital innovation solutions. By gaining a proper understanding of customer and employee needs, desires, and pain points, companies can better align technology and business goals and prioritize areas that will have the most significant impact on customers' day-to-day lives and across the entire company.
{"title":"Taking the Digital Innovation Journey beyond Technology: A Human-Centered Design Approach","authors":"Rui Patrício, P. Gomide, L. Rocha","doi":"10.24840/2183-0606_010.004_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_010.004_0002","url":null,"abstract":"The digital innovation era creates new challenges for companies and amplifies the gap between leaders and followers. This paper builds on a human-centered design (HCD) approach, arguing that companies can bridge this gap by mastering the human aspects of their entire digital journey. Based on a study conducted online with fifteen executives of leading companies involved in digital initiatives, provide insights into how companies can use HCD approaches to help them engage customers and employees and better navigate the digital innovation journey. HCD approaches can drive digital adoption forward by assisting companies in building empathy with people and developing a systemic environment that encourages them to be more flexible, optimize the user's experience and facilitate the co-creation of digital innovation solutions. By gaining a proper understanding of customer and employee needs, desires, and pain points, companies can better align technology and business goals and prioritize areas that will have the most significant impact on customers' day-to-day lives and across the entire company.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49648811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-29DOI: 10.24840/2183-0606_010.003_0004
Peter Granig, Kathrin Hilgarter
The rapid advancement of digital technologies has fundamentally shaped business in all sectors. Therefore, organisations must find strategies for responding to this advancement through digital innovation. In this context, the perspective of innovation managers and their perception of digital innovations in practise are underrepresented in previous research. Therefore, using semi-structured interviews, this study examines the perceptions of 13 innovation managers towards digital innovation and organisational factors in Austria. Results showed that digital innovation is perceived positively and has the potential to solve current societal, economic and environmental challenges. However, a proactive strategy is required for organisations. Finally, in terms of conductive factors, agility, mindset adjustment, innovation culture, open innovation approach and ecosystem usage appear to be important in practise in Austria. This suggests that managers who are aware of the impact of digital innovation and consider conductive factors in their leading strategy may be successful in handling digital innovation.
{"title":"Management Perception of Digital Innovation: How Innovation Managers Perceive Digital Innovation in their Organisational Setting in Austria","authors":"Peter Granig, Kathrin Hilgarter","doi":"10.24840/2183-0606_010.003_0004","DOIUrl":"https://doi.org/10.24840/2183-0606_010.003_0004","url":null,"abstract":"The rapid advancement of digital technologies has fundamentally shaped business in all sectors. Therefore, organisations must find strategies for responding to this advancement through digital innovation. In this context, the perspective of innovation managers and their perception of digital innovations in practise are underrepresented in previous research. Therefore, using semi-structured interviews, this study examines the perceptions of 13 innovation managers towards digital innovation and organisational factors in Austria. Results showed that digital innovation is perceived positively and has the potential to solve current societal, economic and environmental challenges. However, a proactive strategy is required for organisations. Finally, in terms of conductive factors, agility, mindset adjustment, innovation culture, open innovation approach and ecosystem usage appear to be important in practise in Austria. This suggests that managers who are aware of the impact of digital innovation and consider conductive factors in their leading strategy may be successful in handling digital innovation.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42143919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-26DOI: 10.24840/2183-0606_010.003_0003
L. Kemppainen, M. Pikkarainen, T. Koivumäki, Yueqiang Xu
Personal data has become an important resource in today’s market and in platform business models. In fact, the essence of many platform business models is to create value for an individual by offering a free service and to capture value by collecting and selling collected data. In this study, we analyse the drivers for platform business model innovation in the context of personal data used in the healthcare sector. Platform business models are shaped and designed with respect to the internal and external drivers in the market. However, few studies have increased our understanding of the drivers for platform business model innovation. For that, we conducted an exploratory study for five personal data platform providers that enable individuals to control the use of their personal data in digital services by interviewing the personal data platform providers and using company presentation material. The findings show that by adopting a human-centred approach to personal data, giving control over data to the individual, personal data platform providers change how value is created and captured. This research has managerial implications and contributes to the business model innovation literature by extending the current knowledge about drivers for personal data-based platform business model innovation in the healthcare sector.
{"title":"Drivers for Platform Business Model Innovation: Individuals in Control over their Personal Data","authors":"L. Kemppainen, M. Pikkarainen, T. Koivumäki, Yueqiang Xu","doi":"10.24840/2183-0606_010.003_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_010.003_0003","url":null,"abstract":"Personal data has become an important resource in today’s market and in platform business models. In fact, the essence of many platform business models is to create value for an individual by offering a free service and to capture value by collecting and selling collected data. In this study, we analyse the drivers for platform business model innovation in the context of personal data used in the healthcare sector. Platform business models are shaped and designed with respect to the internal and external drivers in the market. However, few studies have increased our understanding of the drivers for platform business model innovation. For that, we conducted an exploratory study for five personal data platform providers that enable individuals to control the use of their personal data in digital services by interviewing the personal data platform providers and using company presentation material. The findings show that by adopting a human-centred approach to personal data, giving control over data to the individual, personal data platform providers change how value is created and captured. This research has managerial implications and contributes to the business model innovation literature by extending the current knowledge about drivers for personal data-based platform business model innovation in the healthcare sector.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46837941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-22DOI: 10.24840/2183-0606_010.003_0002
Laëtitia Lethielleux, Mélissa Boudes
Labour Market Intermediaries (LMIs) with a social purpose, or Labour Market Social Innovation, are bubbling since the 1980s due to the fragmentation of labour standards and the growing number of “non-standard forms of work”. However, they face an important lack of legitimacy especially in countries like France where labour market is highly regulated. Analysing the legitimation trajectories two profit-limited LMIs, the Employers’ Associations and the Business and the Employment Cooperatives in France, we highlight the role of meta-organisations and some key factors of success and failure.
{"title":"Labour Market Social Innovation in France Gaining Legitimacy through Meta-Organisations","authors":"Laëtitia Lethielleux, Mélissa Boudes","doi":"10.24840/2183-0606_010.003_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_010.003_0002","url":null,"abstract":"Labour Market Intermediaries (LMIs) with a social purpose, or Labour Market Social Innovation, are bubbling since the 1980s due to the fragmentation of labour standards and the growing number of “non-standard forms of work”. However, they face an important lack of legitimacy especially in countries like France where labour market is highly regulated. Analysing the legitimation trajectories two profit-limited LMIs, the Employers’ Associations and the Business and the Employment Cooperatives in France, we highlight the role of meta-organisations and some key factors of success and failure.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48088763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-13DOI: 10.24840/2183-0606_010.003_0001
Nancy Miller, Carol Engel-Enright, David Brown
Studies have highlighted the benefits of external knowledge building as a means of heightening a firm’s innovation activities. Simultaneously supply chain scholars have highlighted the lack of focus on social facets at the micro behavioral level, as well as the limited endeavors to build upon existing theories for new perspectives. Taking an exploratory approach to addressing literature gaps, the objectives of this research involve integrating constructs from social capital theory and the knowledge-based view of the firm to examine associations and interactions among network ties, social interactions, knowledge absorptive capacity, and knowledge acquisition in the development of new product innovations by US apparel and sewn products manufacturers (N=125). Quantitative data were collected via an online survey of both a national and state sample of small sized manufacturers. Findings regarding new product development indicated: positive associations for network ties, social interactions, knowledge absorptive capacity, and knowledge acquisition; network ties and knowledge acquisition; mediated relationships with social interaction and absorptive capacity; and moderated social interaction relationships with absorptive capacity and network ties. These empirical insights highlight the importance of building external relationships for generating knowledge in amplifying innovation. Theoretical contributions, managerial implications, limitations and suggestions for future research are presented.
{"title":"Effects of Social Capital and Knowledge on Small US Firm New Product Development Innovations","authors":"Nancy Miller, Carol Engel-Enright, David Brown","doi":"10.24840/2183-0606_010.003_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.003_0001","url":null,"abstract":"Studies have highlighted the benefits of external knowledge building as a means of heightening a firm’s innovation activities. Simultaneously supply chain scholars have highlighted the lack of focus on social facets at the micro behavioral level, as well as the limited endeavors to build upon existing theories for new perspectives. Taking an exploratory approach to addressing literature gaps, the objectives of this research involve integrating constructs from social capital theory and the knowledge-based view of the firm to examine associations and interactions among network ties, social interactions, knowledge absorptive capacity, and knowledge acquisition in the development of new product innovations by US apparel and sewn products manufacturers (N=125). Quantitative data were collected via an online survey of both a national and state sample of small sized manufacturers. Findings regarding new product development indicated: positive associations for network ties, social interactions, knowledge absorptive capacity, and knowledge acquisition; network ties and knowledge acquisition; mediated relationships with social interaction and absorptive capacity; and moderated social interaction relationships with absorptive capacity and network ties. These empirical insights highlight the importance of building external relationships for generating knowledge in amplifying innovation. Theoretical contributions, managerial implications, limitations and suggestions for future research are presented. ","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48703231","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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