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The purpose of this paper is to analyze the inverted U-shaped relationship between external search in the collaboration network and firm innovation outcomes. It also seeks to explore whether these curvilinear relationships are moderated by the network centrality and structural holes in the knowledge network.

In this empirical research, the authors collected a sample of patents in the smartphone industry over the period of 2000-2017. Then the authors examined the direct roles of external search breadth and depth in the collaboration network and the moderating role of network embeddedness in the knowledge network by using negative binomial regression.

Results found that external search in the collaboration network contributes more to firm innovation outcomes when the breadth and depth of the external search are moderate rather than high or low. Furthermore, both network centrality and structural holes in the knowledge network have positive effects on the external search breadth – innovation outcomes and external search depth – innovation outcomes relationships.

The authors collected the patent data within the single industry and excluded other types of industries. This may limit the generalization of the findings.

The paper has practical implications for adopting appropriate search strategies in the collaboration network and developing a better understanding of the effect of network embeddedness in the knowledge network on firm innovation outcomes. The findings suggest future directions for technology-intensive industries to improve their innovation output.

This study adds value to open innovation literature by pointing out a curvilinear relationship (inverted U-shaped) between external search breadth/depth and innovation outcomes in collaboration networks, in contrast to studies focused on firms’ external collaboration strategies in a certain industry context. Furthermore, this study reinforces the key contingent role of embeddedness in knowledge networks. This study provides a valuable theoretical framework of innovation outcome determinants by connecting the network perspective of open innovation theory with an embeddedness view.

Focusing on some relevant constructs defined by the open innovation (OI) literature (i.e. determinants of openness; openness choices operationalized in terms of collaboration depth with scientific and business partners; organizational and social context; innovation performance in terms of novelty and efficiency), this paper investigates the relationships among such constructs. More specifically, the purpose of this paper is to empirically analyse two types of relationships: between some contextual factors and firms’ openness choices; and among openness choices, a set of organizational-managerial and social factors, and OI performance outcomes.

The authors carried out a theory testing survey, involving four European countries (Finland, Italy, Sweden and the UK). The authors applied descriptive statistics and a series of regressions.

The authors analysed the impact exerted by external and internal variables on the collaboration depth with scientific and business partners: technological trends are relevant to move firms towards external collaborations, with both types of partners; efficiency goals pursued in collaborations are related to the collaboration depth with both types of partners, while an aggressive innovation strategy is positively related only to scientific-partner depth. Besides, collaboration depths with both partners are positively related to the both sides of innovation performance (i.e. novelty and efficiency), but the organizational-managerial and social contexts emerge as relevant mediator variables. Organizational-managerial and external relational social capital exert a beneficial role on the both types of innovation performance, while internal relational social capital benefits only novelty.

The work shows important limitations such as the low level of the explanatory values in the regression models. Therefore, the results must be considered as preliminary explorative insights that may be useful to encourage further studies.

This work serves to raise managers’ awareness on the opportunity of developing organizational-managerial mechanisms, as well as on the importance of social capital to profit from collaborations.

Although during the last decade many researchers have claimed that we are in the era of OI, empirical works, which provide both a more comprehensive and detailed understanding of the phenomenon, are still few. Moreover, the specific action of the context (managerial, organizational and social) as possible mediator of the performance outcomes of openness is empirically under-studied. The authors’ work attempts to fulfil these gaps.

The study aims to test the success of university-industry (U-I) collaboration in terms of innovation process efficiency. Then, this study explores the moderating role of a set of organizational routines in the U-I relationship, which can help in overcoming the issues undermining the collaboration success.

The study is based on an international Open Innovation (OI) survey. The survey investigated the items to build the main variables of the conceptual framework, measured through seven-point Likert scales. Steps to ensure the reliability and validity of the variables were conducted. Then, hypotheses were tested with an ordinary least squares regression.

Results show that the higher the collaboration intensity (depth) with universities, the higher the innovation process efficiency. Furthermore, organizational routines aimed at improving firms' assimilation absorptive capacity further strengthen the positive effects of intensive collaboration on innovation process efficiency.

Findings indicate that R&D managers should strive to build deep collaborations with universities to enhance process efficiency and invest in the quality of these relationships. Managers should create and maintain an internal environment that further enhances the positive effects of intensive collaboration on innovation process efficiency.

The OI literature has not reached a shared view on the positive contribution of universities toward industrial firms' innovation performance. The study adopts a process-efficiency view, rarely used by other OI studies usually focused on output indicators; this study unpacks, respectively, the role of the intensity of collaboration and the organizational routines, thus disclosing the benefit of U-I collaboration on innovation efficiency.

To comprehend the rationale behind managerial choices that lead companies to implement different types of collaborative planning, forecasting and replenishment (CPFR) collaborations.

Seven case studies of supply networks whose central firms operate in different sectors have been analysed.

Identifies six types of CPFR collaborations, the choice of which can be explained by considering some important contingent factors, such as the CPFR goals, characteristics of the products and markets in which they are sold, supply network's physical and relational structure, and CPFR development stage.

Further research developed in other contexts is necessary to refine the domain of applicability of the research findings. The opportunity to use the relationships found in this research as a managerial tool calls for the testing of research findings within larger samples of firms, representative of a broader range of industries.

Suggests managers how to select the most appropriate action to be taken to implement CPFR, through the analysis of the context in which CPFR should be implemented.

This paper fulfils the need to clarify the reasons why companies decide to implement different types of CPFR collaborations. Moreover, it contributes to the definition of measures for the CPFR concept, and to the advance of substantive research on CPFR. In literature, few authors devote their attention to rigorously defining CPFR variables or proposing relationships among variables and measures.

The purpose of this paper is to analyse the concept of supply chain collaboration and to provide an overall framework that can be used as a conceptual landmark for further empirical research. In addition, the concept is explored in the context of agri‐food industry and particularities are identified. Finally, the paper submits empirical evidence from an exploratory case study in the agri‐food industry, at the grower‐processor interface, and information regarding the way the concept is actually applied in small medium‐sized enterprises (SMEs) is presented.

The paper employed case study research by conducting in‐depth interviews in the two companies.

Supply chain collaboration concept is of significant importance for the agri‐food industry however, some constraints arise due to the nature of industry's products, and the specific structure of the sector. Subsequently, collaboration in the supply chain is often limited to operational issues and to logistics‐related activities.

Research is limited to a single case study and further qualitative testing of the conceptual model is needed in order to adjust the model before large scale testing.

Case study findings may be transferable to other similar dual relationships at the grower‐processor interface. Weaker parts in asymmetric relationships have opportunities to improve their position, altering the dependence balance, by achieving product/process excellence.

The paper provides evidence regarding the applicability of the supply chain collaboration concept in the agri‐food industry. It takes into consideration not relationships between big multinational companies, but SMEs.

The purpose of this paper is to develop a comprehensive model for horizontal logistics collaboration (HLC), including the collaboration types, enablers, context influence and performance indicators.

First, this study discusses the currently available typologies and their limitations and defines relevant collaboration classification dimensions. Then, a detailed analysis of each dimension is conducted, including the identification of resulting collaboration types. Next, collaboration enablers and the context influence are discussed, as well as their implications on the logistics system, with a specific focus on agri-food supply chains (AFSCs). Additionally, adequate key performance indicators (KPIs) are selected to evaluate collaboration outcomes. Finally, the horizontal logistics collaboration concept (HLCC) is applied to an illustrative case study from AFSCs.

The results show that HLC is a complex strategy where several elements intervene in the creation of the collaboration scenario. The research also shows that the specific characteristics of AFSCs influence the partners' selection process and increase the importance of partners' similarity and information exchange.

The results provide managers with practical insights into the dynamic nature of HLC both at the operational and relational levels.

This paper provides a theoretical contribution by introducing a new comprehensive model for HLC and a practical typology that allows a deeper understanding of the mechanisms governing different HLC scenarios.

Organizations that decide to invest in innovation must define how this will be done: internally, externally or in a hybrid way, developing internal research and establishing partnerships with other agents of the innovation system. This paper aims to analyze whether the service companies’ intensity of openness and innovation efforts are related to their innovative and financial performances. Open innovation assumes that organizations should use external and internal resources as they develop new technologies.

The study used data from the survey of technological innovation (Pintec). As regards innovations, it was considered the commercial and operational innovation performances and the innovative novelty performance. As regards financial performance, it was considered the overall net sales per employee. The intensity of open innovation was measured by the combination of breadth and depth (diversity and importance of the interfaces). The innovative effort was measured by spending on innovation activities. Regressions were applied to evaluate a set of hypotheses.

The results indicate that companies with a greater orientation toward open innovation presented better scores. The results also lead to the conclusion that foreign firm ownership structure and being part of a corporate group were the factors that caused the greatest impact on financial performance in the service sector.

The study provides empirical data on the importance of open innovation in improving organizations' performance, especially the breadth of open innovation.

The study contributes to expanding the research field addressing the relationship between service innovation and performance.

The management of international supply chains may significantly contribute to the successful outcome of exports. The purpose of this paper is to investigate the level of supply chain collaboration in an uncertain cross‐border context, and whether it improves supply chain performance. The moderating role of export experience and intensity to the collaboration‐performance relationship is also investigated.

The paper draws on a survey of Finnish industrial companies with Russian exports. Correlation and regression analysis is used in investigating causal relationships.

The results weakly support the hypothesised positive relationships of collaboration and performance in the chosen cross‐border context. It seems that experience in cross‐border supply chain operations does not guarantee success in supply chain management. However, those companies with large export volumes, implying frequency and leveraged resources in operations, seemed to be better able to collaborate for successful outcomes.

The research is limited to supplier‐customer dyads, and the suppliers' perceptions. The findings are confined to the specific context of the Finnish‐Russian cross‐border trade.

Despite the generally bleak picture of cross‐border supply chain collaboration, interesting insight was generated concerning which areas of collaboration may be the most effective. Supply chain design is one of the areas where companies should clearly collaborate; joint‐planning should therefore include facility location, mode of transport, carrier selection, and general flow management related decisions.

Although the relationship of supply chain collaboration and performance has been established in the literature, the paper contributes to knowledge by exploring the cross‐border context, with international business environment and high level of supply chain uncertainty.

The purpose of this paper is to devise a scorecard providing a suite of indicators that give innovation managers a value-oriented, fast but holistic view of open innovation (OI) adoption in their organisations.

The theoretical framework is built after a thorough review of OI literature. The managerial tool is developed from the theoretical framework, constructing indicators that can be easily generated by processing data within information systems of companies.

The scorecard provides a multi-dimensional conceptualisation of OI adoption in organisations, investigating environment, collaboration and importing/exporting mechanisms. Six indicators are defined: innovation funds, OI employees, collaboration costs, collaboration revenues, importing costs and exporting revenues.

The devised tool enables the assessment of openness through objective and available data, systematically updated within the information systems of companies and, hence, easily exploitable by innovation managers. In order to meet such conditions, several aspects emerged from the literature review, although relevant, were left out.

Three dashboards can be derived by exploiting the information available in the scorecard. With the use of such tools innovation managers can both assess the open behaviours of their companies – identifying the trajectories to follow in order to improve performance – and benchmark different OI practices either inside or outside the organisation.

The scorecard allows innovation managers both to carry out a cost-benefit analysis, evaluating if their organisations are effectively and efficiently generating outputs from OI with the committed resources, and to identify a virtuous circle between the company’s commitment and reputation, joint development, and innovation market opportunities.

The literature has shown great interest in open innovation (OI), and also discussed its degree of openness based on, for example, the number of parties involved. Less is known, however, about what makes OI processes work. The purpose of this paper is to describe and discuss the importance of trust in OI, and the paper specifically focusses on a start-up company’s OI processes with collaboration parties. The paper points out how a lack of trust antecedents may disable such OI processes.

The empirical part of the paper consists of a case study on a medicine technology start-up. Interviews and analyses of secondary sources made up the main data capturing methods. Each collaboration between the start-up and another party is analysed through three trust antecedents: contractual, competence based, and goodwill.

The paper shows how either party may have chosen to discontinue the collaboration, based on the lack of competence or goodwill antecedents to trust. Specifically, the case indicates how the start-up discontinues the collaboration based on a perceived lack of goodwill, while the collaboration party bases its decision on competence deficits by the start-up.

The paper contributes to previous research through describing OI related to start-ups, and introducing trust antecedents as prerequisites for OI. To the literature on trust, trust mutuality makes a research contribution.