Pub Date : 2026-04-01Epub Date: 2026-02-09DOI: 10.1016/j.technovation.2026.103493
Yossi Yitshaki, Einav Avital-Mecilaty, Abraham Carmeli, Hadar Freidin
This paper offers an inductive examination of intrapreneurship as it unfolds within organizations and portrays it as a multi-stage, nonlinear, multi-level process. Based on 81 interviews across 34 firms, we delineate four distinct phases—opportunity exploration, ideation, promotion, and implementation—and identify the organizational and individual mechanisms that enable or inhibit progress at each stage. Our findings indicate that while some enablers, such as a culture of innovation and supportive management, are consistently impactful, others, like execution skills or the ability to harness support, are uniquely critical to specific stages. We show that progress is not a linear pipeline but an iterative journey, where cross-level interactions between individual attributes (e.g., proactivity, creativity) and organizational conditions (e.g., bureaucracy, workload) determine whether an initiative gains traction. By illuminating how these mechanisms shift across stages, the paper offers a more nuanced, context-sensitive understanding of how internal ventures unfold within established organizations.
{"title":"Untangling the intrapreneurship process in organizations","authors":"Yossi Yitshaki, Einav Avital-Mecilaty, Abraham Carmeli, Hadar Freidin","doi":"10.1016/j.technovation.2026.103493","DOIUrl":"10.1016/j.technovation.2026.103493","url":null,"abstract":"<div><div>This paper offers an inductive examination of intrapreneurship as it unfolds within organizations and portrays it as a multi-stage, nonlinear, multi-level process. Based on 81 interviews across 34 firms, we delineate four distinct phases—opportunity exploration, ideation, promotion, and implementation—and identify the organizational and individual mechanisms that enable or inhibit progress at each stage. Our findings indicate that while some enablers, such as a culture of innovation and supportive management, are consistently impactful, others, like execution skills or the ability to harness support, are uniquely critical to specific stages. We show that progress is not a linear pipeline but an iterative journey, where cross-level interactions between individual attributes (e.g., proactivity, creativity) and organizational conditions (e.g., bureaucracy, workload) determine whether an initiative gains traction. By illuminating how these mechanisms shift across stages, the paper offers a more nuanced, context-sensitive understanding of how internal ventures unfold within established organizations.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103493"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188176","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-12DOI: 10.1016/j.technovation.2026.103505
Anna Pak , Jung Kwan Kim
Drawing on organizational learning theory and the ambidexterity framework, this study investigates how firms transform innovation failure into successful technology commercialization. While previous research has explored various consequences of failure, the mechanisms through which firms navigate such setbacks under conditions of high uncertainty remain insufficiently explored. We demonstrate that innovation failure induces two complementary organizational responses: (1) exploitative product development, which mitigates risk and leverages existing knowledge, and (2) explorative product development, which fosters novel solutions and expands domain knowledge. These dual pathways jointly enhance the likelihood of successful commercialization. Our findings make three key contributions: they enrich the literature on learning from innovation failure by uncovering distinct yet interconnected learning trajectories emerging from setbacks; extend ambidexterity research by revealing how failure functions as a catalyst for ambidextrous behavior; and advance organizational learning theory by demonstrating how failure activates double-loop learning processes. In doing so, this study provides a nuanced understanding of the dynamic pathways through which firms transform setbacks into innovation success.
{"title":"Innovation failure, technology commercialization, and ambidexterity: Translating failure into success","authors":"Anna Pak , Jung Kwan Kim","doi":"10.1016/j.technovation.2026.103505","DOIUrl":"10.1016/j.technovation.2026.103505","url":null,"abstract":"<div><div>Drawing on organizational learning theory and the ambidexterity framework, this study investigates how firms transform innovation failure into successful technology commercialization. While previous research has explored various consequences of failure, the mechanisms through which firms navigate such setbacks under conditions of high uncertainty remain insufficiently explored. We demonstrate that innovation failure induces two complementary organizational responses: (1) exploitative product development, which mitigates risk and leverages existing knowledge, and (2) explorative product development, which fosters novel solutions and expands domain knowledge. These dual pathways jointly enhance the likelihood of successful commercialization. Our findings make three key contributions: they enrich the literature on learning from innovation failure by uncovering distinct yet interconnected learning trajectories emerging from setbacks; extend ambidexterity research by revealing how failure functions as a catalyst for ambidextrous behavior; and advance organizational learning theory by demonstrating how failure activates double-loop learning processes. In doing so, this study provides a nuanced understanding of the dynamic pathways through which firms transform setbacks into innovation success.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103505"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146187649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-10DOI: 10.1016/j.technovation.2026.103482
Mingyue Fang , Ruizhi Li , Yizhao Wang
Digital transformation has become a strategic imperative for contemporary firms, yet the social drivers that facilitate this process remain underexplored. Drawing on social network theory, this study argues that board networks—by providing access to diverse information and critical external resources—serve as a key enabler of firm-level digital transformation. We test this proposition using panel data from China's A-share listed firms between 2008 and 2020. The results show that firms embedded in structurally advantageous board networks exhibit significantly higher levels of digital transformation. We further identify three mechanisms through which board networks promote digital transformation: (1) enhancing firms' capacity for strategic risk-taking, (2) strengthening internal control systems, and (3) facilitating supply chain diversification. Heterogeneity analyses suggest that the effect is stronger among larger firms, firms in less competitive industries, and those with IT-experienced board members. These findings offer new insights into the strategic role of social capital in shaping digital transformation and have practical implications for corporate governance and innovation policy.
{"title":"Board networks and firm's digital transformation: Evidence from China","authors":"Mingyue Fang , Ruizhi Li , Yizhao Wang","doi":"10.1016/j.technovation.2026.103482","DOIUrl":"10.1016/j.technovation.2026.103482","url":null,"abstract":"<div><div>Digital transformation has become a strategic imperative for contemporary firms, yet the social drivers that facilitate this process remain underexplored. Drawing on social network theory, this study argues that board networks—by providing access to diverse information and critical external resources—serve as a key enabler of firm-level digital transformation. We test this proposition using panel data from China's A-share listed firms between 2008 and 2020. The results show that firms embedded in structurally advantageous board networks exhibit significantly higher levels of digital transformation. We further identify three mechanisms through which board networks promote digital transformation: (1) enhancing firms' capacity for strategic risk-taking, (2) strengthening internal control systems, and (3) facilitating supply chain diversification. Heterogeneity analyses suggest that the effect is stronger among larger firms, firms in less competitive industries, and those with IT-experienced board members. These findings offer new insights into the strategic role of social capital in shaping digital transformation and have practical implications for corporate governance and innovation policy.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103482"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-03DOI: 10.1016/j.technovation.2026.103489
Qinghua Zhu, Guoyu Chen, Xiang Xu
In recent years, China has introduced a circular supply chain (CSC) mode within its tire industry. However, the mode remains underdeveloped, and requires innovation to enhance its resilience and efficiency. The existing studies provide limited guidance, as they examine only one or a few factors influencing supply chain resilience. Moreover, they concentrate on linear supply chains rather than CSCs. This study fills the research gap by identifying, categorizing, and prioritizing digital technological and social facilitators that promote such innovation. First, we apply ecosystem theory and socio-technical systems (STS) theory to develop a participants-stakeholders and technical-social research framework for facilitators' identification. Following this framework, we subsequently identify, categorise, and validate 10 facilitators through a combination of literature review, observations, and interviews with three experts from an integrated tire management company, a large tire company, and a top university. Using the evaluations provided by the three experts, we apply the grey-based Decision-Making Trial and Evaluation Laboratory (DEMATEL) method to explore the causal-effect relationships among the facilitators, and reveal four prominent and two elemental facilitators. The findings demonstrate that the four prominent facilitators that should be considered in the short term primarily involve environmental stakeholders, while the two elemental facilitators that should be highlighted in the long term pertain to participants in the CSC ecosystem. Furthermore, the results reveal interlinks between digital technological and social facilitators. For example, a prominent social facilitator ‘Government legislation for extended producer responsibility (EPR) implementation in the tire industry’ is significantly influenced by all the digital technological facilitators. This study provides valuable insights for business leaders and policymakers by offering guidance on how to allocate limited resources, while also extending the literature on CSC and resilience.
{"title":"Circular supply chain innovation in China's tire reutilisation: digital technological and social facilitators for enhancing resilience and efficiency","authors":"Qinghua Zhu, Guoyu Chen, Xiang Xu","doi":"10.1016/j.technovation.2026.103489","DOIUrl":"10.1016/j.technovation.2026.103489","url":null,"abstract":"<div><div>In recent years, China has introduced a circular supply chain (CSC) mode within its tire industry. However, the mode remains underdeveloped, and requires innovation to enhance its resilience and efficiency. The existing studies provide limited guidance, as they examine only one or a few factors influencing supply chain resilience. Moreover, they concentrate on linear supply chains rather than CSCs. This study fills the research gap by identifying, categorizing, and prioritizing digital technological and social facilitators that promote such innovation. First, we apply ecosystem theory and socio-technical systems (STS) theory to develop a participants-stakeholders and technical-social research framework for facilitators' identification. Following this framework, we subsequently identify, categorise, and validate 10 facilitators through a combination of literature review, observations, and interviews with three experts from an integrated tire management company, a large tire company, and a top university. Using the evaluations provided by the three experts, we apply the grey-based Decision-Making Trial and Evaluation Laboratory (DEMATEL) method to explore the causal-effect relationships among the facilitators, and reveal four prominent and two elemental facilitators. The findings demonstrate that the four prominent facilitators that should be considered in the short term primarily involve environmental stakeholders, while the two elemental facilitators that should be highlighted in the long term pertain to participants in the CSC ecosystem. Furthermore, the results reveal interlinks between digital technological and social facilitators. For example, a prominent social facilitator ‘Government legislation for extended producer responsibility (EPR) implementation in the tire industry’ is significantly influenced by all the digital technological facilitators. This study provides valuable insights for business leaders and policymakers by offering guidance on how to allocate limited resources, while also extending the literature on CSC and resilience.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103489"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188177","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-03DOI: 10.1016/j.technovation.2026.103488
Jincheng Shi
The integration of artificial intelligence and human intelligence into hybrid intelligence has created new opportunities for organizational breakthrough innovation. While previous studies have examined the impact of artificial intelligence technology systems on firm innovation from a single perspective, this study explores the relationship between hybrid intelligence and organizational breakthrough innovation from a collaborative viewpoint. It also examines the micro-mechanisms linking hybrid intelligence to breakthrough innovation. Based on structural equation modeling of survey data from 280 Chinese firms, the results indicate that: first, hybrid intelligence is positively associated with organizational breakthrough innovation. Second, knowledge recombination plays a mediating role in the relationship between hybrid intelligence and breakthrough innovation. Third, both complexity and agility in knowledge recombination function as distinct mechanisms. This research highlights the significant value for firms in forming hybrid intelligence systems leveraging artificial intelligence technology to foster breakthrough innovation.
{"title":"Does hybrid intelligence trigger breakthrough innovation?","authors":"Jincheng Shi","doi":"10.1016/j.technovation.2026.103488","DOIUrl":"10.1016/j.technovation.2026.103488","url":null,"abstract":"<div><div>The integration of artificial intelligence and human intelligence into hybrid intelligence has created new opportunities for organizational breakthrough innovation. While previous studies have examined the impact of artificial intelligence technology systems on firm innovation from a single perspective, this study explores the relationship between hybrid intelligence and organizational breakthrough innovation from a collaborative viewpoint. It also examines the micro-mechanisms linking hybrid intelligence to breakthrough innovation. Based on structural equation modeling of survey data from 280 Chinese firms, the results indicate that: first, hybrid intelligence is positively associated with organizational breakthrough innovation. Second, knowledge recombination plays a mediating role in the relationship between hybrid intelligence and breakthrough innovation. Third, both complexity and agility in knowledge recombination function as distinct mechanisms. This research highlights the significant value for firms in forming hybrid intelligence systems leveraging artificial intelligence technology to foster breakthrough innovation.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103488"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-10DOI: 10.1016/j.technovation.2026.103490
Stelvia Matos (Professor of Sustainable Innovation) , Glenn Parry (Chair of Digital Transformation) , René Chester Goduscheit (Professor and Research Group Director, Editor in Chief, Creativity & Innovation Management) , Yu Xiong (Chair of Business Analytics)
This Special Issue editorial summarizes the multifaceted implications of Distributed Ledger Technologies (DLT), particularly blockchain, emphasizing the necessity of integrating temporality and contextuality into understanding their impacts. It synthesizes contributions from various empirical studies that reveal blockchain's role as a strategic enabler in addressing organizational and supply chain challenges, such as fostering trust and enhancing efficiency. However, each paper in this Special Issue underscores that the efficacy of blockchain is contingent upon contextual factors—ranging from technological readiness to cultural norms. By linking the concepts of temporality and context, this Special Issue sheds light on how varying circumstances shape the adoption and effectiveness of DLT applications. Key themes include the interaction of technological innovation with socio-economic and political landscapes, the conditional nature of trust built through blockchain, and the necessity for contextual sensitivity in implementation strategies. Collectively, these contributions affirm that successful DLT integration is not merely a technological challenge, but a dynamic process influenced by a network of variables, requiring careful management of timing and contextual forces. The findings advocate for a nuanced understanding of DLT as a socially embedded infrastructure that holds potential for mitigating global challenges when aligned with appropriate values, policies, and practices.
{"title":"“Blockchain for good” – but good for whom and when?: Studies on the impacts of context and temporality","authors":"Stelvia Matos (Professor of Sustainable Innovation) , Glenn Parry (Chair of Digital Transformation) , René Chester Goduscheit (Professor and Research Group Director, Editor in Chief, Creativity & Innovation Management) , Yu Xiong (Chair of Business Analytics)","doi":"10.1016/j.technovation.2026.103490","DOIUrl":"10.1016/j.technovation.2026.103490","url":null,"abstract":"<div><div>This Special Issue editorial summarizes the multifaceted implications of Distributed Ledger Technologies (DLT), particularly blockchain, emphasizing the necessity of integrating temporality and contextuality into understanding their impacts. It synthesizes contributions from various empirical studies that reveal blockchain's role as a strategic enabler in addressing organizational and supply chain challenges, such as fostering trust and enhancing efficiency. However, each paper in this Special Issue underscores that the efficacy of blockchain is contingent upon contextual factors—ranging from technological readiness to cultural norms. By linking the concepts of temporality and context, this Special Issue sheds light on how varying circumstances shape the adoption and effectiveness of DLT applications. Key themes include the interaction of technological innovation with socio-economic and political landscapes, the conditional nature of trust built through blockchain, and the necessity for contextual sensitivity in implementation strategies. Collectively, these contributions affirm that successful DLT integration is not merely a technological challenge, but a dynamic process influenced by a network of variables, requiring careful management of timing and contextual forces. The findings advocate for a nuanced understanding of DLT as a socially embedded infrastructure that holds potential for mitigating global challenges when aligned with appropriate values, policies, and practices.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103490"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188182","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-13DOI: 10.1016/j.technovation.2026.103491
José-Mauricio Galli Geleilate , Andrew Davies
Incumbent firms facing technological disruption are challenged to modify their innovation pursuits and search for new knowledge. This means that product innovation developments must integrate potentially disruptive technologies together with innovations in sustaining technologies. In this study, we investigate how firms absorb knowledge from their supplier base to generate innovations in components experiencing ongoing technological disruption, as well as components comprising sustaining technologies. Using a longitudinal sample of global automotive manufacturers and their most relevant components, we distinguish innovations pertaining to disruptive and sustaining technologies. Our findings reveal that firms increasing absorption of innovation knowledge from current suppliers, in which the firm has an established supply agreement, only benefits value for sustaining technologies, whereas increasing knowledge absorption from potential suppliers with no previous supply agreement benefits value for disruptive technologies. We also found that retrieving back spilled knowledge from suppliers is only advantageous to innovations in sustaining technologies. We conclude with a theoretical assessment of innovation learning from suppliers in the context of technological disruption and its managerial implications.
{"title":"Innovating during disruption: An assessment of firms’ knowledge absorption from suppliers across disruptive and sustaining technologies","authors":"José-Mauricio Galli Geleilate , Andrew Davies","doi":"10.1016/j.technovation.2026.103491","DOIUrl":"10.1016/j.technovation.2026.103491","url":null,"abstract":"<div><div>Incumbent firms facing technological disruption are challenged to modify their innovation pursuits and search for new knowledge. This means that product innovation developments must integrate potentially disruptive technologies together with innovations in sustaining technologies. In this study, we investigate how firms absorb knowledge from their supplier base to generate innovations in components experiencing ongoing technological disruption, as well as components comprising sustaining technologies. Using a longitudinal sample of global automotive manufacturers and their most relevant components, we distinguish innovations pertaining to disruptive and sustaining technologies. Our findings reveal that firms increasing absorption of innovation knowledge from current suppliers, in which the firm has an established supply agreement, only benefits value for sustaining technologies, whereas increasing knowledge absorption from potential suppliers with no previous supply agreement benefits value for disruptive technologies. We also found that retrieving back spilled knowledge from suppliers is only advantageous to innovations in sustaining technologies. We conclude with a theoretical assessment of innovation learning from suppliers in the context of technological disruption and its managerial implications.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103491"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146188179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-01-20DOI: 10.1016/j.technovation.2026.103484
Lucija Mihotić , Gregor Pfajfar
While digital transformation is crucial for the sustainability of family businesses, existing frameworks inadequately explain how digitalization capabilities develop during succession, particularly in emerging markets. Through a qualitative comparative case study of six Croatian family firms undergoing simultaneous first-time succession and digitalization, this study examines how founder engagement influences the development of dynamic capabilities (DC). Drawing on DCs framework, this study identified three patterns: (1) actively supportive founders enable comprehensive capabilities (sensing, seizing, and transforming) through structured efforts, facilitating successful transitions (2) traditional control with selective permission (i.e., passive support by founders); yields moderate capabilities for partial adaptation; and (3) founders' resistance, despite successors’ enthusiasm, limits firms to basic sensing. These manifest through three pathways: technological adaptation fosters integrative capabilities, external knowledge integration builds absorptive capacity, and internal development enhances organizational learning, each shaped by founder-successor dynamics. This research advances theory by revealing how family relationships can override market forces in capability building, thereby challenging assumptions about the inevitability of digital technology. Findings emphasize that success requires aligned intergenerational support, with founder attitudes as critical gatekeepers. The Croatian context—characterized by institutional voids and cultural tensions—makes these dynamics particularly visible for emerging economies.
{"title":"Dynamic capabilities at the digital-succession nexus: How family firms navigate dual transformation through three developmental pathways","authors":"Lucija Mihotić , Gregor Pfajfar","doi":"10.1016/j.technovation.2026.103484","DOIUrl":"10.1016/j.technovation.2026.103484","url":null,"abstract":"<div><div>While digital transformation is crucial for the sustainability of family businesses, existing frameworks inadequately explain how digitalization capabilities develop during succession, particularly in emerging markets. Through a qualitative comparative case study of six Croatian family firms undergoing simultaneous first-time succession and digitalization, this study examines how founder engagement influences the development of dynamic capabilities (DC). Drawing on DCs framework, this study identified three patterns: (1) actively supportive founders enable comprehensive capabilities (sensing, seizing, and transforming) through structured efforts, facilitating successful transitions (2) traditional control with selective permission (i.e., passive support by founders); yields moderate capabilities for partial adaptation; and (3) founders' resistance, despite successors’ enthusiasm, limits firms to basic sensing. These manifest through three pathways: technological adaptation fosters integrative capabilities, external knowledge integration builds absorptive capacity, and internal development enhances organizational learning, each shaped by founder-successor dynamics. This research advances theory by revealing how family relationships can override market forces in capability building, thereby challenging assumptions about the inevitability of digital technology. Findings emphasize that success requires aligned intergenerational support, with founder attitudes as critical gatekeepers. The Croatian context—characterized by institutional voids and cultural tensions—makes these dynamics particularly visible for emerging economies.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103484"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146037505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-02-09DOI: 10.1016/j.technovation.2026.103492
Chao Lu , Xuanxuan Wang , Cheng Huang , Lu Jiang , Xiaoyu Yu
This paper explores the optimal cross-border data transfer strategy for platform multinational companies (PMNCs). Using differential game theory, we model and compare three strategies: (i) a Nash non-cooperative game strategy, in which the government sets regulatory rules and PMNCs independently carry out cross-border data transfer; (ii) a Stackelberg leader-follower game strategy, in which the government plays a dominant role and uses subsidies to incentivize PMNCs to conduct cross-border data transfer; (iii) a cooperative game strategy, in which the government and PMNCs form a coalition to negotiate cross-border data transfer. The models incorporate the negative externalities of data elements, the value of cross-border data transfer, and the time factor. We study the optimal cross-border data transfer strategy and analyze the impact of key parameters on government and PMNCs decisions. The study reveals that: (1) The cooperative strategy between the government and PMNCs is the optimal option for cross-border data transfer management. (2) Government subsidies significantly promote cross-border data transfer for PMNCs and increase government revenue in turn. (3) Negative externalities generally hinder cross-border data transfer, while higher cross-border data transfer value stimulates this activity. The revenue distribution coefficient affects outcomes vary across different strategies. This study provides a theoretical foundation and practical guidance for PMNCs to determine their cross-border data transfer decisions and for governments to design effective regulatory and subsidy policies.
{"title":"Modeling cross-border data transfer strategies for platform multinational companies","authors":"Chao Lu , Xuanxuan Wang , Cheng Huang , Lu Jiang , Xiaoyu Yu","doi":"10.1016/j.technovation.2026.103492","DOIUrl":"10.1016/j.technovation.2026.103492","url":null,"abstract":"<div><div>This paper explores the optimal cross-border data transfer strategy for platform multinational companies (PMNCs). Using differential game theory, we model and compare three strategies: (i) a Nash non-cooperative game strategy, in which the government sets regulatory rules and PMNCs independently carry out cross-border data transfer; (ii) a Stackelberg leader-follower game strategy, in which the government plays a dominant role and uses subsidies to incentivize PMNCs to conduct cross-border data transfer; (iii) a cooperative game strategy, in which the government and PMNCs form a coalition to negotiate cross-border data transfer. The models incorporate the negative externalities of data elements, the value of cross-border data transfer, and the time factor. We study the optimal cross-border data transfer strategy and analyze the impact of key parameters on government and PMNCs decisions. The study reveals that: (1) The cooperative strategy between the government and PMNCs is the optimal option for cross-border data transfer management. (2) Government subsidies significantly promote cross-border data transfer for PMNCs and increase government revenue in turn. (3) Negative externalities generally hinder cross-border data transfer, while higher cross-border data transfer value stimulates this activity. The revenue distribution coefficient affects outcomes vary across different strategies. This study provides a theoretical foundation and practical guidance for PMNCs to determine their cross-border data transfer decisions and for governments to design effective regulatory and subsidy policies.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103492"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146187648","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-11-19DOI: 10.1016/j.technovation.2025.103428
Thomas Teychenié , Julien Cloarec , Lars Meyer-Waarden
We conducted a large-scale, tri-national experiment drawing on the Moral Machine clusters—Western individualist (U.S.), Latin-American transitional (Mexico), and East Asian collectivist (China)—to examine how autonomy level (SAE Level 2 vs. Level 5), moral programming (self-protective vs. utilitarian), and accident-severity framing (low vs. high) jointly shape performance trust in autonomous vehicles. In balanced samples of 300 respondents per country, participants were randomly assigned to one of eight conditions and then reported on performance trust, performance risk, hedonic well-being, and behavioral intentions. A robust three-way interaction predicted performance trust in all three contexts, but with opposite patterns: utilitarian framing enhanced the trust advantage of full autonomy under high-severity scenarios in the U.S. and Mexico, whereas in China it did so only when accidents were mild and undermined trust when accidents were severe. These results demonstrate that cultural worldviews condition how ethical programming and risk context interact to shape trust, offering actionable guidance for culturally sensitive AV design and policy.
{"title":"Trust in Moral Machines: How automation, morality, and media framing drive cross-cultural adoption of autonomous vehicles","authors":"Thomas Teychenié , Julien Cloarec , Lars Meyer-Waarden","doi":"10.1016/j.technovation.2025.103428","DOIUrl":"10.1016/j.technovation.2025.103428","url":null,"abstract":"<div><div>We conducted a large-scale, tri-national experiment drawing on the Moral Machine clusters—Western individualist (U.S.), Latin-American transitional (Mexico), and East Asian collectivist (China)—to examine how autonomy level (SAE Level 2 vs. Level 5), moral programming (self-protective vs. utilitarian), and accident-severity framing (low vs. high) jointly shape performance trust in autonomous vehicles. In balanced samples of 300 respondents per country, participants were randomly assigned to one of eight conditions and then reported on performance trust, performance risk, hedonic well-being, and behavioral intentions. A robust three-way interaction predicted performance trust in all three contexts, but with opposite patterns: utilitarian framing enhanced the trust advantage of full autonomy under high-severity scenarios in the U.S. and Mexico, whereas in China it did so only when accidents were mild and undermined trust when accidents were severe. These results demonstrate that cultural worldviews condition how ethical programming and risk context interact to shape trust, offering actionable guidance for culturally sensitive AV design and policy.</div></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"152 ","pages":"Article 103428"},"PeriodicalIF":10.9,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145536979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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