Communication channels, innovation tasks and NPD project outcomes in innovation‐driven horizontal networks

Abstract

Inter‐organizational collaborations and horizontal networks are increasingly playing a pivotal role in innovations and new product development among firms. In this study, we investigate the link between the innovation task analyzability and the richness of communications channels used in network arrangements and the link between task analyzability and ties and project development time. We investigated the links based on the data collected from 372 respondents representing ninety three different innovation‐driven horizontal networks. The results of structural equation modeling reveal a negative link from task analyzability to communication channel richness and a positive link from communication channel richness to ties. Communication channel richness was found to partially mediate the influence that task analyzability has on both NPD project outcomes of ties and development time. The implications of our results for theory and practice are discussed.

Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – An exploratory study of electric vehicles

“…This does not necessarily imply that the productivity issues discussed in this context are unrelated to next-generation technologies. Frequent high-level interactions strengthen the mutual ties among the associations (Dahlstrom and Ingram, 2003;McFadyen and Cannella, 2004;Oke and Idiagbon-Oke, 2010). As a result, the level of social capital among association members also increases, rendering the associations less likely to escape the relationships built in the context of internal combustion vehicles (Gargiulo and Benassi, 2000) owing to the fear of forfeiting the relationship-specific assets amassed over many years (Anderson and Jap, 2005;Poppo et al, 2008).…”

Fi̇rma Büyüklüğü Bağlaminda Yeni̇li̇k, İşbi̇rli̇ği̇ Ve Bi̇lgi̇ Kaynaklarindan Yararlanma

“…Yatay işbirlikleri, firmaların özgün yeteneklerini bir araya getirmelerini, deneyim ve uzmanlıklarını paylaşarak ortak faaliyetlerde bulunmalarını sağlar. Organizasyonlar arası işbirlikleri ve yatay ağlar, firmalar arasında yeni ürün geliştirme ve yeniliklerde önemini her geçen gün artırmaktadır (Oke ve Oke, 2010). Tedarikçi ve müşterilerle kurulan dikey işbirlikleri sayesinde, kullanıcı ihtiyaçları, pazar ve yeni teknolojiler hakkında firmaların kazandığı bilgilerle ortak tasarım ve geliştirme yapılabilmektedir.…”

“…İlgili literatürde firmaların müşteriden gelen istekler doğrultusunda gelişimlerini ve üretimlerini yönlendirmeyi tercih ettiklerinin bir göstermesi olan müşterilerle dikey işbirliklerinin, teknolojik bilgi kaynağı olarak özellikle KOBİ'ler tarafından tercih edildiği belirtilmesine rağmen ülkemizdeki yararlanma durumu oldukça düşüktür. Ayrıca öneminin her geçen gün arttığı vurgulanan (Oke ve Oke, 2010), firmaların özgün yeteneklerini bir araya getirmelerini, deneyim ve uzmanlıklarını paylaşarak ortak faaliyetlerde bulunmalarını sağlayan rakiplerle olan yatay işbirlikleri, en az tercih edilen işbirliği türüdür.…”

Performance measurement and the prediction of capital project failure

“…A central task in the study of project management is to identify the critical determinants of project management performance. Not surprisingly, researchers and practitioners examine and identify a wide variety of measures to describe project-management performance and the input characteristics that affect project outcomes (e.g., Chen, 2014;El-Sayegh, 2008;Hoegl and Parboteeah, 2007;Oke and Idiagbon-Oke, 2010;Scott-Young and Samson, 2008).…”

“…Although project-management performance is well-researched and extensively reviewed, most studies are based on the perspective of the overall project life cycle (e.g., Chen, 2014;El-Sayegh, 2008;Oke and Idiagbon-Oke, 2010;Scott-Young and Samson, 2008). Relatively few focus on the perspective of the project execution phase.…”