Coping with uncertainty - exploration, exploitation, and collaboration in R&amp;D

Kuittinen, Hanna; Puumalainen, Kaisu; Jantunen, Ari; Kyläheiko, Kalevi; Pätäri, Satu

doi:10.1504/ijbir.2013.053635

Cited by 16 publications

(12 citation statements)

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“…Du et al (2007) found that having an R&D department increased the likelihood of being a product and process innovator. Previously, Kuittinen et al, 2013 identified the critical role for knowledge sharing in driving innovative performance.…”

Section: Resultsmentioning

confidence: 99%

“…Winter (2012) identifies potential benefits and drawbacks to networking for innovation, asserting that some aspects of networking may help customers overcome uncertainties towards new product adoption and some aspects may "create additional anxieties that harm product performance" (2012:1). Kuittinen et al (2013) in a study of R&D collaboration among Finnish firms point to a critical role for knowledge sharing in driving innovative performance. Mei and Nie (2008) find evidence that networking has positive direct and indirect effects on business innovation, the latter through complementarities with technological and marketing capabilities.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

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A two-stage examination of business innovation decision-making: evidence from Ireland

Bourke

Jordan

2015

IJBIR

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Access to the full text of the published version may require a subscription. Abstract: This paper sheds light on how businesses make decisions regarding product and process innovation by comparing the power of one-stage and two-stage models to explain business-level innovation decision-making. The first, a one-stage model, represents the business as making a one-off choice between four discrete alternatives. These are not to innovate, to product innovate only, to process innovate only or to both product and process innovate. The second model, a two-stage model, represents the business as making an initial decision on whether or not to innovate. This approach facilitates analysis of business innovation as simultaneous and sequential processes and identification of the model which best explains innovation decision-making. The paper uses original business-level survey data from over 400 small and medium-sized enterprises in Ireland. The results suggest that a two-stage model of the innovation decision has a statistically significant advantage in predicting the innovation output, indicating that there is a need to incorporate the incidence and type of innovation into future empirical studies utilising a knowledge production function. The results suggest that the use of a two-stage model provides a better understanding of the impact of different knowledge sources on different types of innovation. However, the paper also discusses whether the two-stage model is a useful way of understanding how businesses make decisions on innovation in practice. Rights

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Section: Resultsmentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

A two-stage examination of business innovation decision-making: evidence from Ireland

Bourke

Jordan

2015

IJBIR

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“…Thus, the industry structure is assumed to affect the competitive rules of the game and the potential strategies available to the company. However, this IO perspective places too little emphasis on firm-specific characteristics, resources and capabilities and their impact in gaining or sustaining competitive advantage (Barney, 1991;Hoskisson et al, 1999), although success always requires interplay between the organisation's knowledge and capabilities and its environmental opportunities (see e.g., Kuittinen et al, 2013;Lewrick and Raeside, 2010;Rhyne, 2009;Short et al, 2007;Teece, 2007). A concept called strategic fit has been developed to describe this relationship between the firm strategy and its environment (see e.g., Boujelben and Fedhila, 2010;Ginsberg and Venkatraman, 1985;Miles and Snow, 1994;Walker and Ruekert, 1987;Zajac et al, 2000).…”

Section: Theoretical Premises Of Strategic Changementioning

confidence: 99%

“…From the evolutionary perspective one can say that it is always hard to put together routines and capabilities that emerge from different organisations with different path dependencies (Nelson and Winter, 2002). This results in increasing dynamic transaction costs (Blomqvist et al, 2002;Foss and Roemer, 2010;Kuittinen et al, 2013;Langlois, 1992). Information asymmetry costs also arise between central and divisional management thus increasing managerial information and processing demands.…”

Section: Theoretical Premises Of Strategic Changementioning

confidence: 99%

Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

Valtonen

Pätäri

Jantunen

et al. 2015

IJBIR

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Strategic change through diversification is seen to offer potential sources for competitive advantage. On the other hand, there are also many advantages associated to focusing on core capabilities instead of diversification. This article studies how pulp and paper industry (PPI) companies have managed to adjust their diversification strategies in reaction to the changes that have reshaped their operational environment. We will differentiate between related and unrelated diversification, and analyse, how the potential strategic reorientation has affected the profitability of the companies. The sample includes 108 PPI companies and the years to be studied are 1996 and 2006. The results indicate that the PPI companies really have reduced the degree of unrelated and related diversification. Although the strategic change is clear, the profitability effects of diversification were not so explicit. . His current primary areas of research interest are in the resource-based theory, dynamic capability view of the firm and innovation management. He has published about 30 refereed articles, some book chapters and about 50 conference papers.

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“…Radical inventions such as the cited ones and even more radical inventions. The innovativeness of a firm may be associated with the development of inventions (Chang, 2003;Mention, 2011;Revilla, Sáenz, & Knoppen, 2013;Trigo & Vence, 2012;Vega-jurado, Gutiérrez-Gracia, & Fernández-de-Lucio, 2009), with their patentability (Belussi, Sammarra, & Sedita, 2010;Connelly, Dismukes, & Sekhar, 2009;Connelly & Sekhar, 2012;Hussler & Rondé, 2009;van de Vrande, Vanhaverbeke, & Duysters, 2011) or with their market success (Czarnitzki & Thorwarth, 2012;Faems, De Visser, Andries, & Van Looy, 2010;Kuittinen, Puumalainen, Jantunen, Kyläheiko, & Pätäri, 2013;Leiponen, 2012).…”

Section: Introductionmentioning

confidence: 99%

Open innovation in the power & energy sector: Bringing together government policies, companies’ interests, and academic essence

2017

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The Power and Energy (P&E) sector needs to respond to several challenges fostering investments in research and development. According to the Open Innovation (OI) paradigm, key stakeholders like utilities, vendors, laboratories, universities etc. should take advantage of external knowledge to improve their innovation performance. Several studies have demonstrated that firms adopting the OI paradigm are more likely to innovate. Despite the interest of P&E firms in enhancing their innovation capabilities, surprisingly few articles (usually case studies) described the implementation of the OI paradigm in P&E firms. This article fills the gap by identifying the key drivers that encourage a firm in the P&E sector to embrace the OI paradigm. The authors adopt a hybrid research approach collecting evidence from the literature and through a multiple case-study analysis involving seven British firms and universities operating in the P&E industry. As the drivers of OI have mutual influence, this article describes them with a fuzzy cognitive map. Finally, the authors identify appropriated policies to enhance the OI adoption and, consequently, the sustainability of innovation in the P&E sector. A salient research agenda closes the paper.

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Coping with uncertainty - exploration, exploitation, and collaboration in R&D

Cited by 16 publications

References 0 publications

A two-stage examination of business innovation decision-making: evidence from Ireland

A two-stage examination of business innovation decision-making: evidence from Ireland

Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

Open innovation in the power & energy sector: Bringing together government policies, companies’ interests, and academic essence

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