Search results

1 – 10 of over 42000
To view the access options for this content please click here
Article
Publication date: 14 August 2017

Valentina Lazzarotti, Lars Bengtsson, Raffaella Manzini, Luisa Pellegrini and Pierluigi Rippa

Focusing on some relevant constructs defined by the open innovation (OI) literature (i.e. determinants of openness; openness choices operationalized in terms of…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. 20 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

To view the access options for this content please click here
Book part
Publication date: 12 November 2010

Alfredo D’Angelo

Purpose – The purpose of this study is to examine the influence of technological resources and external research partners on the export performance of Italian high-tech…

Abstract

Purpose – The purpose of this study is to examine the influence of technological resources and external research partners on the export performance of Italian high-tech small and medium firms (SMEs).

Methodology/approach – Drawing on the resource-based view as theoretical framework and deriving hypotheses from the export management literature, we used a sample of Italian manufacturing firms to run a two-step analysis. First, a Levene's test is conducted to assess whether SMEs operating in the high-tech sectors differ from those operating in other manufacturing sectors. Second, employing ordinary least squares (OLS) regression we analysed which technological resources and external research partners best discriminate the export performance of high-tech SMEs.

Findings – Our empirical results revealed that: (1) the use of output rather than input measures of innovation better captures the contribution of technological resources on export performance of firms in our sample; (2) product innovations positively and significantly affect the export performance of technology intensive SMEs; (3) among external research partners, universities provide positive spillover effects on their export performance.

Originality/value – This study provides the heterogenic perspective of the high-tech sectors when attempting to explain the influence of technological resources and external research partners on the export performance of SMEs. Second, the study expands the traditional measures used in the literature for firms’ technological resources and it comprehensively analyses innovative inputs and innovative outputs while exploring whether innovative efforts have had a measurable effect on the export performance of high-tech SMEs.

Details

Reshaping the Boundaries of the Firm in an Era of Global Interdependence
Type: Book
ISBN: 978-0-85724-088-0

To view the access options for this content please click here
Article
Publication date: 6 August 2018

Haiyuan Zhao and Xiaobao Peng

This paper aims to draw on the network perspective of organizational innovation to present an argument on how a subsidiary should select innovation behavior.

Abstract

Purpose

This paper aims to draw on the network perspective of organizational innovation to present an argument on how a subsidiary should select innovation behavior.

Design/methodology/approach

In this framework, the paper analyzes middle- and high-level managers of subsidiaries from various industries located in the Chinese Mainland.

Findings

The results suggest the following ideas: internal embeddedness is positively related to exploitation innovation, external embeddedness is inverted-U related to exploration innovation, the availability of alternatives positively moderates the main effects, whereas restraint in the use of power negatively moderates them.

Research limitations/implications

The current study has a few limitations that provide meaningful research directions for future investigations. First, it only considers the industry and ownership as control variables. Second, this study was conducted in the Chinese context.

Practical implications

The analysis of the relationship between embeddedness and innovation behavior also shows that focal subsidiary must dynamically adjust the way of embeddedness on the basis of its strategy, and it can reasonable leverage strategic assets for exploitation innovation or exploration innovation. From the perspective of headquarters, establishing deep embeddedness with a subsidiary and giving it indispensable support are important to promote that subsidiary’s exploitation innovation.

Social implications

The focal subsidiary should establish relationships with more alternative partners and develop relationships with power-advantaged partners through strategies such as a long-term contract, establishing an R&D alliance and entering a joint venture. Besides this, more powerful partners in the internal network should adopt various power usage strategies to promote focal subsidiary exploitation innovation and more powerful partners in the external network should show restraint in the use of power toward any subsidiary in an over-embedded situation. The result shows environment dynamism affects subsidiary exploration innovation more deeply than exploitation innovation. Consequently, managers should recognize the importance of dynamic adaptation to environmental changes and adjust their firms’ innovation behavior accordingly, especially when they are implementing an exploration innovation strategy.

Originality/value

The extent of embeddedness in an innovation network shapes the subsidiary innovation behavior, and this effect is moderated by power. The focal subsidiary should dynamically and strategically adjust its innovation behavior considering various its type and level of embeddedness.

To view the access options for this content please click here
Article
Publication date: 6 November 2017

Jawwad Z. Raja and Thomas Frandsen

Previous research has predominately focused on the servitization strategies of western manufacturers in advanced economies, neglecting the potential for servitization in…

Abstract

Purpose

Previous research has predominately focused on the servitization strategies of western manufacturers in advanced economies, neglecting the potential for servitization in those which are emerging, such as China. The purpose of this paper is to explore the role of the external service partner network of a European manufacturer providing services in China, in order to develop a better understanding of the resulting and associated challenges.

Design/methodology/approach

An in-depth case study approach was used to examine the parent company, its subsidiary in China and the related service partner network. Data collection involved all three actors and took place in Denmark and China.

Findings

The findings suggest that motivation, opportunity and ability (MOA) need not only be mutually reinforcing for the organization attempting to move toward services but also aligned between organizational units, as well as with the service partner network. Furthermore, the findings suggest that while service partners are typically closer to the market, they may not be able to deliver the higher value-added services requiring customization.

Research limitations/implications

This study is limited to a single manufacturer attempting servitization in China. Future studies may consider other case firms in other markets.

Practical implications

The MOA framework provides a basis for understanding the managerial challenges of aligning and coordinating the MOA elements amongst different actors.

Originality/value

This paper contributes by exploring servitization in an emerging market through the MOA framework in order to better understand the challenges and complexities. Servitization is found to be a dynamic phenomenon which should be understood as a movement that is also dependent on an external service partner possessing the necessary capabilities. In turn, this requires understanding the MOAs of all actors in a network and how they may be influenced in order for the MOA elements to be mutually reinforcing.

Details

International Journal of Operations & Production Management, vol. 37 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

To view the access options for this content please click here
Book part
Publication date: 28 August 2015

Kristy Hsu

The leaders of the Association of the Southeast Asian Nations (ASEAN) announced to negotiate a Regional Comprehensive Economic Partnership (RECP) in November 2012, which…

Abstract

The leaders of the Association of the Southeast Asian Nations (ASEAN) announced to negotiate a Regional Comprehensive Economic Partnership (RECP) in November 2012, which is comprised of 10 ASEAN Member States (Thailand, Indonesia, Philippines, Malaysia, Singapore, Brunei, Vietnam, Cambodia, Laos, and Myanmar) and its six FTA partner countries (China, Japan, South Korea, Australia, New Zealand, and India). Embedded in the ASEAN Charter and implemented in all existing ASEAN + 1 FTAs, the ASEAN Centrality has been a corner stone principle in ASEAN-centric economic initiatives. Emerging discord in the region, complicated security climate and the rise of China, among others, have put the ASEAN Centrality under challenge. The development of the RCEP provides a timely case to assess ASEAN’s leadership role in creating the world’s most populous Free Trade Area. The RCEP may enhance ASEAN’s central role, but ASEAN needs to address challenges facing the regional integration now and beyond 2015. On the country/economy level, the chapter reviews some ASEAN Member States and their FTA Partners how they practice their ASEAN policy and seek leadership role in ASEAN. The three major players in ASEAN-Indonesia, Thailand, and Malaysia have reiterated the importance of the ASEAN Centrality in their foreign policy in the past, but debates emerge whether, such as in Indonesia, ASEAN Centrality best suits the national interests. The chapter also explores how the major powers, including China and the United States, respond to and collaborate with the group of smaller developing country players.

Details

Asian Leadership in Policy and Governance
Type: Book
ISBN: 978-1-78441-883-0

Keywords

To view the access options for this content please click here
Article
Publication date: 14 March 2016

Tamara Oukes and Ariane Raesfeld von

Start-ups are companies that are not yet embedded in a pre-existing network of relationships. Studies that researched how start-ups act in their relationships focused on…

Abstract

Purpose

Start-ups are companies that are not yet embedded in a pre-existing network of relationships. Studies that researched how start-ups act in their relationships focused on just one type of action and assumed that start-ups are autonomous in how they choose to act. However, organisational action in relationships is both interactive and dynamic. Therefore, the purpose of this paper is to investigate how a start-up interacts with its partners over time.

Design/methodology/approach

The research aim is addressed through a longitudinal case study of a start-up in the medical device business. It was analysed how this start-up and its six key partners acted and reacted during 18 interactions episodes, what triggered these actions and what the outcomes of their actions were. In addition, the researchers explored if and how the subsequent episodes were related.

Findings

First, the case shows that the past and the future affect current episodes. Second, it shows that action was triggered by both internal and external events which could expand or constrain opportunities for future interactions. Third, the findings show that there was a pattern in the interaction modes used during the relationship. Fourth, the findings show that the initial mode of interaction was often imitated by the counterparty. Finally, it is shown that there are clear links between the trigger, interaction process and outcome in an interaction episode.

Research limitations/implications

The results indicate that besides the focal firm, partners should always be actively and directly involved in any research into organisational action. Moreover, action in relationships should be characterised as a dynamic process that is in a state of continual change.

Practical implications

Managers of start-ups: can influence the outcomes of their relationships through their actions; have to react to both opportunities and conflicts in their relationships; can rely on their network to solve conflicts; and should closely consider their own actions and their counterparty’s actions.

Originality/value

The research is valuable because it studies the interactive and dynamic nature of start-ups’ action in relationships.

To view the access options for this content please click here
Article
Publication date: 22 December 2020

Timothy Amoako, Zhang Huai Sheng, Courage Simon Kofi Dogbe and Wisdom Wise Kwabla Pomegbe

The paper investigates the mediation role of external integration in the relationship between internal integration and small and medium enterprises (SMEs) performance…

Abstract

Purpose

The paper investigates the mediation role of external integration in the relationship between internal integration and small and medium enterprises (SMEs) performance. Information and communication technology (ICT) was used to moderate the relationship between internal and external, and external integration and SMEs performance.

Design/methodology/approach

Cross sectional method was used to distribute questionnaires to owners of SMEs in Abossey Okai business enclave to assess the various dimensions in the study. Structural equation modeling was employed to assess the relationship among the dimensions, based on 163 validated questionnaires. Analysis of Moment Structures (Amos) and Statistical Package for Social Sciences (SPSS) were used in analyzing the data.

Findings

The results indicate that, external integration mediated the relationship between internal integration and SMEs performance. In addition, ICT had positive moderating effect in the relationship between internal and external integration, and external integration and SMEs performance.

Practical implications

Practically, this research informs owners and managers of SMEs to appreciate the importance of developing internal structures of a firm and further linking their operations with external partners. Additionally, findings will aid managers’ and owners’ leverage on ICT capabilities to enhance performance in their operations.

Originality/value

Engaging external integration to mediate the relationship between internal integration and SMEs performance and extending the relationship to include moderating role of ICT in both relationship that is internal and external integration on one side, and external and firm performance, the current study contributes to supply chain integration (SCI) and ICT available literature.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

To view the access options for this content please click here
Article
Publication date: 13 January 2020

Chunhsien Wang, Tachia Chin and Jie-Heng Lin

Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes…

Abstract

Purpose

Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes. However, conflicting evidence exists regarding the role of openness in external knowledge acquisition. This paper aims to propose that openness to external knowledge has a nonlinear effect on innovation performance and that this nonlinear relationship is contingent on an ambidextrous knowledge search strategy.

Design/methodology/approach

Based on original large-scale survey of 246 interfirm collaborations in the high-technology industry, it is found that the impact of openness to external knowledge on innovation performance exhibits an inverted-U shape and that this relationship is affected by an ambidextrous knowledge search strategy.

Findings

The results indicate that an ambidextrous knowledge strategy that addresses the depth and breadth of external knowledge significantly influences a firm’s ability to derive benefits from increased openness to external knowledge. Empirically, the authors provide an original contribution to high-technology firms by exploring how and why an ambidextrous knowledge strategy can be a critical catalyst spurring innovation performance.

Research limitations/implications

The research scope is limited to a single industry. Further research could extend the theoretical framework to multiple industries, which may increase the likelihood of innovation theory development.

Practical implications

The results suggest that firms opening up the boundaries of their innovation activity to engage in external knowledge are able to leverage their in-house innovation to enhance their innovation performance. The authors advocate that in innovation management domains, greater emphasis is needed on how openness to external knowledge has more positive impacts not only on innovation performance but also on innovation implemented management.

Originality/value

This study is among the first to investigate the ambidextrous knowledge search effect on the external knowledge of high-technology firms. This paper contributes to the theoretical and practical literature concerning openness innovation and knowledge management by reflecting on the ambidextrous knowledge search strategy.

Details

Journal of Knowledge Management, vol. 24 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 12 September 2019

Yu-Shan Su and Wim Vanhaverbeke

Boundary-spanning exploration through establishing alliances is an effective strategy to explore technologies beyond local search in innovating firms. The purpose of this…

Abstract

Purpose

Boundary-spanning exploration through establishing alliances is an effective strategy to explore technologies beyond local search in innovating firms. The purpose of this paper is to argue that it is useful to make a distinction in boundary-spanning exploration between what a firm learns from its alliance partners (explorative learning from partners (ELP)) and what it learns from other organisations (explorative learning from non-partners (ELN)).

Design/methodology/approach

The authors contend that alliances play a role in both types of exploration. More specifically, the authors discern three types of alliances (inside ties, clique-spanning ties and outside ties) based on their role vis-à-vis existing alliance cliques. Clique members are highly embedded, and breaking out of the cliques through clique-spanning and outside alliances is crucial to improving explorative learning. Thereafter, the authors claim that clique-spanning ties and outside ties have a different effect on ELN and ELP.

Findings

The empirical analysis of the “application specific integrated circuits” industry indicates that inside ties have negligible effects on both types of explorative learning. Clique-spanning ties have a positive effect on ELP, but not on ELN. The reverse is true for outside ties. The results show that research on explorative learning should devote greater attention to the various roles alliance partners and types of alliances play in advancing technological exploration.

Originality/value

The literature only emphasises the learning from partners, focussing mainly on accessing their technology. In sum, alliance partners play different roles in exploration, and their network position influences the role they are able to play.

To view the access options for this content please click here
Article
Publication date: 22 March 2020

Su-Ming Wu and Xiu-Hao Ding

Information technology plays a critical role in the open innovation process. The purpose of this study is to explore the inner mechanism of external information technology…

Abstract

Purpose

Information technology plays a critical role in the open innovation process. The purpose of this study is to explore the inner mechanism of external information technology (IT) capability that affects open innovation performance.

Design/methodology/approach

In this paper, responses to 232 questionnaires from different firms were collected in China. Then, the proposed hypotheses were tested using regression analysis by statistical product and service solutions (SPSS).

Findings

The results indicate that external knowledge integration plays a mediating role in the relationship between external IT capability and open innovation performance, openness breadth positively moderates the influence of external IT capability on external knowledge integration and openness depth negatively moderates the relationship between external IT capability and external knowledge integration.

Practical implications

The results, which are based on Chinese responses, provide useful suggestions for firms in China. To use external IT capability to improve open innovation performance, firms should not only stress the role of external knowledge integration but also consider their search strategy.

Originality/value

Both researchers and practitioners are interested in the relationship between information technology and open innovation. However, the way in which the inner mechanism of external IT capability affects open innovation performance has not been thoroughly researched. Based on knowledge integration theory, the authors construct a model that includes external IT capability, external knowledge integration, search strategy and open innovation performance. The results of this paper confirm the mediating and moderating roles of external knowledge integration and search strategy, respectively.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

1 – 10 of over 42000