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This paper suggests embedded resources as a new dimension of social capital and aims to prove its value in the knowledge transfer context.

Hierarchical multiple regression was adopted to analyse survey responses from 337 R&D employees. Barron and Kenny's mediation test was also conducted to test an indirect effect of embedded resources.

In addition to the traditional three dimensions of social capital, the embedded resources dimension showed direct and indirect effects on knowledge transfer. Additionally, cognitive similarity among R&D employees was from the professional tenure rather than company tenure.

Despite the limitations of cross-sectional study and R&D focused sample, this study successfully extended existing research on social capital in the knowledge transfer context by validating the role of embedded resources as a new dimension of social capital.

Facilitating social networks among employees is not enough for active knowledge transfer. Each employee should be guided to connect to the right experts who have the right knowledge (i.e. embedded resources) for his or her job.

Traditional dimensions of social capital were biased towards social relationships. This paper emphasized social assets (i.e. embedded resources) as a new dimension of social capital.

In heterogeneously segmented markets, collaborating with product users in product innovation is important for business success. End user innovators and embedded user innovators differ in terms of their prior embeddedness in the target industry. The purpose of this study is twofold. First, the authors empirically compare these two types of user innovators in terms of their diffusion channel selection. Second, the authors analyze how the technological advances of their innovations affect this difference.

Using an online questionnaire survey, this study collected a sample of 237 user-generated innovations in Japan and analyzed several hypotheses using quantitative statistical approaches.

The analysis shows that embedded user innovators are more likely than end user innovators to transfer their innovations to producers rather than peers. As the technological advances of their innovations increase, end user innovators' likelihood of transferring their innovation to producers increases more significantly than that of embedded user innovators.

This is the first paper to investigate the difference between end user innovators and embedded user innovators with respect to their diffusion channel selection as well as the moderating role of technological advances. The findings bring new perspectives to the domains of user–producer collaboration and technology transfer.

The purpose of this paper is to contribute to a better understanding of how socially‐embedded information systems (IS), knowledge, and firm capabilities can impact the post‐merger integration efforts of a firm. In particular, this research seeks to identify, describe, and analyze how socially‐embedded resources hindered the integration of the procurement function following the merger of two telecommunications firms.

This research was designed as a longitudinal exploratory study of a single case. The design involved multiple interviews, participant observation, and an evaluation of multiple data sources. Data were collected to develop a comprehensive and reliable understanding of events and outcomes related to the systems integration effort. Process models are used to show the development of phenomena over time.

The findings of the research are twofold. First, in line with previous findings on socially‐embedded resources, the research shows that socially‐embedded resources hindered the ability of a merged firm to integrate some resources. Previous research argued that social constraints can prevent a firm from changing the way it uses resources to establish a competitive advantage, and this research confirms those findings. Second, this research is an important contribution because it identifies two social constraints in particular – cognitive sunk costs and the reluctance to defy social traditions – that contributed to the inability of the merged firm to successfully integrate the procurement function following a merger.

The findings of this study provide empirical evidence to support the theoretical argument that the socially embedded resources involved in the IS, knowledge, and firm capabilities of each of the firms prior to the merger enabled them to establish a competitive advantage in their respective market environments. Further, the data provide validation for the idea that the social context in which firms compete does, in fact, contribute to the development of competitive advantages. The RBV is also extended by showing that the same social contexts can also prevent firms from integrating important resources following a corporate merger.

One of the main objectives of executive management following a corporate merger is to lead the organization in skillfully integrating key resources of the merged organization. However, most firms cannot successfully engage in post‐merger integration efforts unless they fully understand how resources such as IS, knowledge, and firm capabilities can help or hinder their integration efforts. By highlighting one firm's efforts to integrate resources following a merger, the paper provides concrete examples of potential problems that can arise. Potential problems and hindrances are presented in a strategic checklist for managerial consideration.

Most of the resource-based literature has concentrated on the sustainability of advantages rather than on the appropriability of rents that can be derived from these. In this paper, we focus on both of these issues by developing a classification of resources based on type of ownership and control. We use the U.S. motion picture industry to assess the degree of sustainable advantages and appropriable rents that can be generated by contracted, owned and embedded resources. We suggest that both sustainability and appropriability is likely to be lowest for contracted resources such as top-rated stars and directors. On the other hand, these are likely to be highest for embedded resources which typically reflect firm-specific knowledge and learning in the development and marketing of various types of film genres.

Purpose – The aim is to introduce a sociological perspective on resource integration and value co-creation into service research using a service systems approach.

Methodology/approach – Conceptual and a case study of the service system a Telecom Equipment and Service Provider is embedded in is reported.

Findings – The service practice of the service system is framed by social structures of signification, legitimation, and domination. However, the practice is also independent of the structures since it is embedded in and shapes the structural realm.

Research implications and limitations – Drawing on structuration and practice theory, the chapter offers a new framework describing how social and service structures and practices can inform and reveal mechanisms of service system dynamics. Based on the framework, three propositions are developed focusing on the mechanisms of resource integration and value co-creation. The implications need to be generalized in future research by studying other empirical contexts.

Practical implications – The chapter provides some tentative guidelines on how organizations can design service systems that enable and support customers and other actors in their resource integration and value co-creation processes by paying attention to social structures and forces and not only resources as such.

Originality – The chapter explicates how social structures have implications for value co-creation and resource integration in service system. It makes systematic use of structuration and practice theory to understand the social dimensions of service systems. A distinction between intended and realized resource integration is made.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Purpose – This study assesses the extent to which four features of work – supervision, autonomy, creativity, and skill – are associated with different structural forms of social capital. Social capital may enhance actors’ access to diverse information and resources or it may foster mutual commitment and trust. Actors’ draw on these social connections, and the resources embedded therein, when they engage in work activities. The study considers how dense and diverse network structures serve complementary functions to actors engaged in creative and autonomous jobs or for reproducing inequality within firms.Methodology – The analysis uses nationally representative survey data and the position-generator approach to social capital measurement to determine the relationship between three social capital constructs – diversity, hierarchy, and density – and respondents’ work characteristics.Findings – Supervisory, autonomous, creative, and highly skilled workers all have more diverse social networks. Supervisors and skilled workers also have access to high-status contacts. Finally, creative and autonomous workers have more dense social networks.Originality/value – Findings suggest that density and diversity are useful to actors engaged in self-directed or creative work tasks. These findings support theories of complementary network structures that combine access to unique information with the collective ability to pursue goals.

So as to understand the effects of network resources on firm innovation and performance within alliances and networks, this paper aims to examine the correlation between network resources and innovation performance through the mediation of capability accumulation and relative bargaining power.

Drawing on a survey of 208 Chinese firms engaged in global production networks, this paper extracts four sets of hierarchical regressions to test the impact of network resources on innovation performance.

Results show that network resources are an important source of competitive advantage and the distinction between accessed resources and embedded resources is critical. Other than through direct influences, innovation performance was partly achieved through the mediating role of technological capability and relative bargaining power.

Building upon the data introduced in this paper, future studies may examine the effects of network resources in different contexts and the interaction between external and internal resources.

For firms competing within and between various networks, the forming and utilizing of network resources become a new source of competitive advantage. Hence, careful planning and a consideration of network resources should be undertaken to achieve improvements to a firm's performance.

First, this paper adds value to the network resource construct by distinguishing two different dimensions. Second, by integrating the mediating effects of technological capabilities and relative bargaining power, this paper reveals the mechanism by which network resources impact innovation performance within various network structures.

The chapter pays specific attention to the organizing and reorganizing process of the embedding of new technology. The aim is to increase the understanding of how a focal technology is incrementally aligned into a customer’s different business settings. Embedding becomes subject to intense organizing efforts. It becomes a struggle with activating different features of the focal technology by forging and modifying the resource interfaces between the focal technology and customer resources.

The organizing efforts are about seeking, in an explorative mood, for resource interfaces between the focal technology and the customer resources. This organizing process enables the identification of new adaptation opportunities for technology embedding processes, whereby the focal technology obtains certain feature and values.

A systematically developed knowledge of resource interfaces is a key for activating different features of the focal technology and thereby facilitating its embedding into the customer’s various business settings. This is described in a single case study in the chapter. This case and the analysis show how a supplier and a customer struggle with developing resource interface knowledge to activate the different features of the focal technology, thereby facilitating its embedding process. The first part of the chapter establishes a theoretical framework, followed in the second part by the case study and analysis. The concluding discussion emphasizes the importance of understanding and managing various interfaces as part of the organizing processes.

The purpose of this paper is to argue that if the authors want to understand the role of heaviness, space and journey in innovation, the authors have to start with the interaction itself, that is the exchange process taking place between economic actors. Three major aspects will be considered: the first is that heaviness, space and journey imply restrictions, the second is that these aspects can be positively utilised in innovation processes, and the third is their joint importance to contemporary policy. All innovation processes must bypass and build on existing investments in social and material resources, related across time and space.

The theoretical foundation is a basic IMP observation: exchange has a content. Exchange is captured as an interaction process that creates specific imprints on material and social resources involved – across firm boundaries, and across time and space. The methodology is a consequence of the research question and the theoretical point of departure and is based on three earlier IMP studies, where heaviness has been measured in different ways. The authors utilize two earlier presented case studies to focus on the heaviness, space and journey dimensions.

Three main aspects are discussed: the first aspect concerns the need for utilisation of others heaviness in order for the innovation to gain heaviness in itself. The second aspect concerns the consequences that the search for heaviness has for the creation of an innovation space. The third aspect concerns the innovation journey; the specific interaction patterns between significant actors as well as places hosting heavy using, producing and developing activities created through interactions over time.

In order to change or to establish a new economic exchange interface, there is an urgent need to be aware of and utilise heaviness, to find out in what way existing investments made in related interfaces can be taken advantage of. In order to do that, there is a need for a better understanding of the function of heaviness, spatial and journey aspects included.

In contemporary policy, certain heaviness is recognised, however, only in a non-business developing setting. The first conclusion is that heaviness of established producing and using settings is a policy blind spot. This implies that analytical policy approaches are not equipped for recognitions or of estimations of heaviness, nor as a hindrance or as a possibility in producing and using settings. The second conclusion is that the policy definition of the role of place implies neglecting the innovation space. The third conclusion is that there is a need for policy to recognise the innovation journey and its consequences.

If the policy is expected to have regional effects, policy analysis has to start out from the established heaviness of the region and consider how it can be taken advantage of.

The paper draws attention to an aspect neglected in policy attempts to boost innovation, that the mobilising support has to come from actors representing heavy producing and using networks – and that these already have space and journey characteristics. A peripheral actor can come up with a suggestion for change – but it cannot alone mobilise the resources necessary for an innovation to get a space and journey in relation to established resource constellations.