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1 – 3 of 3Kazuyuki Motohashi and Chen Zhu
This study aims to assess the technological capability of Chinese internet platforms (BAT: Baidu, Alibaba, Tencent) compared to US ones (GAFA: Google, Amazon, Facebook, Apple)…
Abstract
Purpose
This study aims to assess the technological capability of Chinese internet platforms (BAT: Baidu, Alibaba, Tencent) compared to US ones (GAFA: Google, Amazon, Facebook, Apple). More specifically, this study explores Baidu’s technological catching-up process with Google by analyzing their patent textual information.
Design/methodology/approach
The authors retrieved 26,383 Google patents and 6,695 Baidu patents from PATSTAT 2019 Spring version. The collected patent documents were vectorized using the Word2Vec model first, and then K-means clustering was applied to visualize the technological space of two firms. Finally, novel indicators were proposed to capture the technological catching-up process between Baidu and Google.
Findings
The results show that Baidu follows a trend of US rather than Chinese technology which suggests Baidu is aggressively seeking to catch up with US players in the process of its technological development. At the same time, the impact index of Baidu patents increases over time, reflecting its upgrading of technological competitiveness.
Originality/value
This study proposed a new method to analyze technology mapping and evolution based on patent text information. As both US and China are crucial players in the internet industry, it is vital for policymakers in third countries to understand the technological capacity and competitiveness of both countries to develop strategic partnerships effectively.
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Hong Jiang, Kazuyuki Motohashi, Wentao Liu and Xu Zhang
This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and…
Abstract
Purpose
This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and moderating effect on knowledge integration (KI) and leader–member exchange (LMX) is emphasized.
Design/methodology/approach
The conceptual model is built based on an exhaustive literature review and is empirically tested in terms of a sample of 341 Chinese individuals with TSI experience. Quantitative analysis was performed using a questionnaire with the bootstrapping method used to demonstrate the mediating effect of KI.
Findings
The empirical results of this study prove that KI mediates the relationship between KOL and TSI. The authors deduce that LMX moderates the positive relation between KOL and KI.
Originality/value
Few studies have investigated the innovation activities of technology standards from a temporary-team perspective. To the best of the authors’ knowledge, this is the first study to look into the underlying mechanism of KOL in TSI. This research deepens the analysis by introducing LMX’s moderating role in the innovation process of technology standards, thereby providing valuable insights for leaders of innovation activities of technology standards and illuminating new aspects of knowledge-intensive temporary-team management.
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Joana Baleeiro Passos, Daisy Valle Enrique, Camila Costa Dutra and Carla Schwengber ten Caten
The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies…
Abstract
Purpose
The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.
Design/methodology/approach
This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.
Findings
The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.
Originality/value
In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.
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