An analysis of firm-level innovation strategies in the US biotechnology industry

Hall, Linda A.; Bagchi‐Sen, Sharmistha

doi:10.1016/j.technovation.2006.07.001

Cited by 83 publications

(58 citation statements)

References 26 publications

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“…Riggs and Von Hippel (1994) showed that a majority of innovations in the scientific instruments industry came from lead users, whereas radical innovations in the biotechnology sector are mainly triggered by university research (Hall and Bagchi-Sen, 2007). Moreover, an empirical study in the telecommunication industry by Feller et al (2007) showed that incremental innovators collaborated with a wider and more internationalized range of external actors compared to radical innovators, whereas radical innovators that did collaborate partnered with actors who possessed less similar and complementary knowledge resources.…”

Section: Hypothesis 1 There Is An Inverted U-shaped Relationship Betmentioning

confidence: 99%

Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management

2013

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In this paper we test whether the use of a set of technology management tools (TM-tools), a specification of alliance portfolio capability, influences the relationship between alliance portfolio diversity and a firm's innovation outcomes. With this model, we add to the theoretical literature on the performance effects of alliance portfolio diversity and specific contingencies allowing to appropriate benefits from this diversity.Based on a sample of South African firms, we first confirm the inverted U-shaped relation between alliance portfolio diversity and a firm's innovation outcomes found by earlier research. We also show that the shape of this inverted-U differs for incremental and radical innovation outcomes. Subsequently, we test the moderating effect of the use of TM-tools on this relationship, for which find a strong positive moderating effect. In particular, for firms intensively using TM-tools, the negative effect of high levels of alliance portfolio diversity on innovation outcomes turns into a positive effect. This suggests that the use of formal technology management practices is beneficial to manage highly diverse alliance portfolios.

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Section: Hypothesis 1 There Is An Inverted U-shaped Relationship Betmentioning

confidence: 99%

Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management

2013

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“…Empirical research has tested how organizational learning capability affects product innovation performance (Alegre and Chiva, 2008) and, more generally, has investigated the numerous factors that influence innovative performance (Hall and Bagchi-Sen 2007). Schmidt and Rammer (2007) concentrated on the determinants of the various types of innovation and showed that they were very much identical with a significant rho between technological and non technological innovations.…”

Section: Introductionmentioning

confidence: 99%

The link between non‐technological innovations and technological innovation

Mothe

Thi²

2010

European Journal of Innovation Management

169

127

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PurposeThis paper aims to provide evidence of the major role of non‐technological activities in the innovation process. It seeks to highlight the effects of marketing and organizational innovation strategies on technological innovation performance.Design/methodology/approachThe paper tests theoretical hypotheses on a sample of 555 firms of the Fourth Community Innovation Survey (CIS 4) in 2006 in Luxembourg. Data are analyzed through a generalized Tobit model.FindingsEvidence is found to support the impact of innovation in the marketing and organization fields on a firm's capacity to innovate, but not on the innovative performance. The paper also statistically shows that the effects of non‐technological innovation differ depending on the phase of the innovation process.Research limitations/implicationsThe causal link and the question of time frame between the various innovations could be further investigated, especially through longitudinal studies. Further research should also focus on the differences between large versus small firms, and service versus industrial firms.Practical implicationsThe effects of non‐technological innovation are not the same according to whether the firm is in the first step of the innovation process (i.e. being innovative), or in a later step (i.e. innovative performance). Managers should be aware of these various effects in order to efficiently adopt non‐technological innovation strategies.Originality/valueFew works have taken into account the role of other innovative strategies such as marketing and organization. As far as is known, this is the first study based on recent CIS data that looks at the interrelations between different types of innovation.

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“…However, beyond that limit technology diversity has a negative relationship with innovation. Innovation performance amongst firms with low R&D intensity is influenced more by production-based innovation factors and strategies that include gaining market access and maintaining customer connections (Hall & Bagchi-Sen, 2007). The more a firm engages with the market and transforms accordingly the more likely it will innovate (Liao & Rice, 2010).…”

Section: Firm-level Determinants Of Lt/lmt Innovationmentioning

confidence: 99%

The Individual’s Influence on Low-Technology Innovation: A Critical Realism Based Case Study on North-West Pakistan’s Marble Sector

Nouman¹,

Taj²,

Gul³

2017

BER

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An analysis of firm-level innovation strategies in the US biotechnology industry

Cited by 83 publications

References 26 publications

Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management

Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management

The link between non‐technological innovations and technological innovation

The Individual’s Influence on Low-Technology Innovation: A Critical Realism Based Case Study on North-West Pakistan’s Marble Sector

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