Choosing the Best Partner for Product Innovation

Roy, Frédéric Le; Robert, Marc; Lasch, Frank

doi:10.1080/00208825.2016.1112148

Cited by 43 publications

(12 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This is especially important for SMEs, as one of the factors providing a competitive edge is just the ability to counterbalance the scarcity of own financial and infrastructure resources by the inclusion of external partners. This is in line with the opinions of de Jong and Vermeulen (2006) and Le Roy et al (2016).…”

Section: Findings and Discussionsupporting

confidence: 91%

“…During the examination of factors determining the product innovation of SMEs (de Jong and Vermeulen, 2006), the significance of co-operations and networking (F1c) was much emphasised, which also can be considered as part of management function, as in the case of SMEs, the relevant decisions are concentrated in the hands of the manager. In the decision made on the number and type of adequate cooperative partners, the type of innovation plays a considerable role (Le Roy et al , 2016), as do the absorption capacity of the company (de Faria et al , 2010; Bouncken et al , 2016), the knowledge management systems within the organisation (Gkypali et al , 2017) and market conditions, the intensity of competition (Alexiev et al , 2016).…”

Section: Background Literature and Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

Resource-based view of innovation activity in SMEs: an empirical analysis based on the global competitiveness project

Lukovszki

Rideg

Sipos

2020

View full text Add to dashboard Cite

Purpose The purpose of this study is to identify the corporate functions that contribute most to the innovation success of SMEs with limited resources. After a systematic literature review, the authors used a unique primary data set of 784 SMEs from eight countries. Descriptive statistics and binary logistic regression were used to show the data set peculiarities. The logistic regression targeted the presence of innovative products and services in sales by 11 dummy variables and 4 principal factors describing SMEs’ different resources and capabilities. Design/methodology/approach The authors developed a resource-based product innovation model that is synthesising the impact of the company resources and capabilities and of the innovation activity of the company on the actual innovation performance. The authors carry out an empirical analysis of the characteristic features of innovation activity in an international sample of SMEs. Findings The results show that two corporate functions play a crucial role in the effectiveness of innovation for SMEs as follows: management and research and development (R&D). In addition, although of lesser importance, the effect of the marketing function also appears significant. The binary logistic regression had 84.2% of explanatory power. Originality/value From a scientific point of view, the SME-focussed, complex and synthesising RBV model of innovation construction and literature review can be used as a reference point for future researches. From a practical point of view, the analysis is useful for those SMEs, which want to gain a competitive advantage through innovation. Indeed, the results show that in the case of SMEs, a company wishing to innovate must invest in three corporate functions for innovation to be effective as follows: management, R&D and marketing.

show abstract

Section: Findings and Discussionsupporting

confidence: 91%

Section: Background Literature and Hypothesesmentioning

confidence: 99%

Resource-based view of innovation activity in SMEs: an empirical analysis based on the global competitiveness project

Lukovszki

Rideg

Sipos

2020

View full text Add to dashboard Cite

show abstract

“…,Bunduchi (2013),Thune and Gulbrandsen (2014),Le Roy, Robert and Lasch (2016),Mindruta, Moeen and Agarwal (2016),Johnston and Huggins (2016), Criscuolo et al (2017), Yoon et al (2017), Ankrah and Al-Tabbaa (2017), Hartman and Dhanda (2018), Frølund, Murray and Riedel (2018), Reichert (2019) Collaboration Management Giesecke (2012), Ranga and Etzkowitz (2013), Ankrah and Omar (2015), Sum Chau, Mark and Serbanica (2016), Grimpe, Goel and Göktepe-Hultén (2017), Jonkers et al (2018), Hartman and Dhanda (2018), Merritt and Kelley (2018), Frølund, Murray and Riedel (2018), Reichert (2019) Interface Management Giesecke (2012), Ranga and Etzkowitz (2013), Plewa et al (2013), Thune and Gulbrandsen (2014), Perkmann and Schildt (2015), Yoon et al (2017), Ankrah and Al-Tabbaa (2017), Champenois and Etzkowitz (2018), Al-Tabbaa and Ankrah (2018), Reichert (2019) The Use of Champions Ranga and Etzkowitz (2013), Plewa et al (2013), Bstieler, Hemmert and Barczak (2015), Sum Chau, Gilman and Serbanica (2016), Yoon et al (2017), Veles, Carter and Boon (2018), Merritt and Kelley (2018), De Silva, Howells and Meyer (2018), Reichert (2019) Long-term partnership Perkmann and Salter (2012), Giesecke (2012), Ranga and Etzkowitz (2013), Thune and Gulbrandsen (2014), Yoon et al (2017), Frølund, Murray and Riedel (2018), Reichert (2019) Shared Vision and Strategy Giesecke (2012), Ranga and Etzkowitz (2013), Thune and Gulbrandsen (2014), Bstieler, Hemmert and Barczak (2015), Sum Chau, Gilman and Serbanica (2016), Yoon et al (2017), Ankrah and Al-Tabbaa (2017), Hartman and Dhanda (2018), Frølund, Murray and Riedel (2018), de Witde Vries et al (2018), Reichert (2019)…”

mentioning

confidence: 99%

Why Most University-Industry Partnerships Fail to Endure and How to Create Value and Gain Competitive Advantage through Collaboration – A Systematic Review

Marinho

Silva²,

Santos

2020

QIP Journal

View full text Add to dashboard Cite

Purpose: The collaborative work between universities and enterprises is increasingly important given the growing competitive environment, transformed by intense global competition, rapid technological change and shorter product life cycles. In this article several case studies are analysed, as well as relevant academic literature, to get an insight concerning the current relationship status between enterprises and universities.Methodology/Approach: The methodology is grounded on the literature review on University-Industry Partnerships, selected from indexed sources, and targeted to case-based experiences where practical feedback is given.Findings: It is shown that university-industry knowledge transfer contributes significantly to an increase of quality, productivity and economic value of businesses. It is found that the lack of controlling mechanisms and lack of efficient communication paths have a strong negative impact in collaboration. Key collaboration factors that support stronger relationships were compiled and discussed in support of better mitigation strategies.Research Limitation/implication: The limited availability of case studies reporting on operative improvements introduced by policy changes hinders the effectiveness of the findings.Originality/Value of paper: The paper analyses the collaboration of the university with industry based on case studies with a focus on value creation and how to gain a competitive advantage through collaboration.

show abstract

“…Although inter-organizational relationships were found to be consistently related with the innovation propensity of firms, it seemed that different categories of partners variously influenced the innovation processes of the units of analysis. Echoing the current scientific knowledge (Le Roy et al , 2016; Jajja et al , 2017), partnerships with suppliers and firms belonging to the same holding group were found to be the most relevant forms of inter-organizational relationships to boost the firms’ innovation propensity. This was especially true when product and service innovation were concerned, thus challenging the literature which understands these types of collaboration as mainly exploitative (Faems et al , 2005).…”

Section: Discussionmentioning

confidence: 99%

Innovation at the crossroads

Palumbo

Manna

2018

IJOA

View full text Add to dashboard Cite

Purposes This paper aims at investigating the link between inter-organizational relationships and innovation, discussing whether the probability to detect a greater innovation propensity of organizations increases with or without collaborative partnerships. Design/methodology/approach Drawing on secondary data provided by the Italian Institute of Statistics (ISTAT) about a representative sample of 8,967 Italian firms, three multinomial logit models and four logit models have been estimated, in an attempt to examine the effects of inter-organizational relationships on different types of organizational innovation. Findings A positive and statistically significant relationship between inter-organizational relationships and organizational innovation emerged from all the models which were arranged for the purpose of this study. Several categories of partners, including suppliers, universities and firms belonging to the same holding group, were found to be more effective in fostering the probability of organizational innovation. Interestingly, geographical proximity did not seem to influence the organizational propensity to innovate. Practice implications Even though further developments are needed to disentangle the complex link between inter-organizational relationships and organizational innovation, the former are likely to positively affect the innovation ability of organizations. From this point of view, it could be argued that partners perform as catalysts, which boost the knowledge creation process underlying the emergence of organizational innovation. Originality/value This is one of the first attempts to exploit the potential of multinomial logit models and logit models to investigate the effects of inter-organizational relationships on the propensity of organizations to innovate.

show abstract

Choosing the Best Partner for Product Innovation

Cited by 43 publications

References 47 publications

Resource-based view of innovation activity in SMEs: an empirical analysis based on the global competitiveness project

Resource-based view of innovation activity in SMEs: an empirical analysis based on the global competitiveness project

Why Most University-Industry Partnerships Fail to Endure and How to Create Value and Gain Competitive Advantage through Collaboration – A Systematic Review

Innovation at the crossroads

Contact Info

Product

Resources

About