Copoiesis: Mutual knowledge creation in alliances

Bouncken, Ricarda B.; Pesch, Robin; Reuschl, Andreas J.

doi:10.1016/j.jik.2016.01.008

Cited by 34 publications

(23 citation statements)

References 64 publications

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“…or psychological (knowledge-based) distance to resources, opportunities, and capital motivate small firms and start-ups in the high-tech industry to engage in networking (Andersson, Evers, and Griot 2013;Brekke 2015;Coduras, Saiz-Alvarez, and Ruiz 2016). Performance in high-tech small-and start-up firms has therefore been explained by meaningful inter-organisational relationships that provide access to external resources (Azadegan, Patel, and Parida 2013;Bouncken, Pesch, and Reuschl 2016;Caloghirou, Kastelli, and Tsakanikas 2004;Hagedoorn, Roijakkers, and Kranenburg 2006;Thorgren, Wincent, and Örtqvist 2009;Vesalainen and Hakala 2014). From this perspective, several authors view networking as an organisational capability (Kohtamäki et al 2013;Vesalainen and Hakala academic literature has referred to the distinctive ability to gain access to external resources as 'network capability' (NC) (Nooteboom, Coehoorn, and Der Zwaan 1992).…”

Section: Introductionmentioning

confidence: 99%

Network capability, innovativeness, and performance: a multidimensional extension for entrepreneurship

Parida

Pesämaa

Wincent

et al. 2016

Entrepreneurship & Regional Development

114

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a Entreprenuership and innovation, luleå university of technology, luleå, sweden; b Department of management, university of vaasa, vaasa, Finland; c accounting and Control, luleå university of technology, luleå, sweden; d Entrepreneurship and management, hanken school of Economics, helsinki, Finland ABSTRACT Small-and start-up firms in the high-tech industry usually engage in networking to overcome resource, knowledge, and competence constraints in creative, innovation-based competition. Quite often, however, network relationships fail due to lack of network capability (NC), defined as the ability to manage and gain benefits from external relationships. In the present study, we propose and examine an updated five-dimension NC construct and test its effect on innovativeness and performance. Two independent hightech samples of small firms and start-ups support measurement properties of the proposed NC construct and suggest that the oftenoverlooked dimension in NC research of network relationship building is important to include in a complete NC construct. Doing so can help explain organizational innovativeness and effects on the customer, sales, and innovation performance more effectively. As a result, we find support for the proposed NC scale and the importance of network capabilities for small companies and start-ups to remain competitive. Walter, Auer, and Ritter 2006) and as a potent strategy to handle multiple relationships by coordinating, maintaining, complementing, and facilitating internal communication through partner knowledge to secure high performance (Baum, Calabrese, and Silverman 2000;Oliver 2001;Tolstoy and Agndal 2010;Wincent 2008). For more than 20 years, the

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Section: Introductionmentioning

confidence: 99%

Network capability, innovativeness, and performance: a multidimensional extension for entrepreneurship

Parida

Pesämaa

Wincent

et al. 2016

Entrepreneurship & Regional Development

114

View full text Add to dashboard Cite

show abstract

“…Business understanding is defined as the degree of understanding regarding the partner company's goals and policies. In some studies [27,28], this is defined as the mutual understanding of broader business issues. The share of benefit and risk between companies in a partnership is the appropriate distribution of benefits and risks among the company and the partnership company through a common goal.…”

Section: Partnership Qualitymentioning

confidence: 99%

How Do Power Type and Partnership Quality Affect Supply Chain Management Performance?

Park¹,

Hwal-Sik²,

Jung³

2017

Preprint

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A supply chain management (SCM) system is a strategic cooperative that organically integrates all supply chains to improve the performance of a company. The greatest critical success factor of SCM is partnership. Without cooperation between companies, SCM performance is limited. Does this imply, therefore, that companies within the supply chain can achieve mutual transactions equally? If the power between companies is unequal, how does this affect their partnership? The focus of this study is to assess whether power types enhance SCM performance through partnerships. We categorize power types as mediated and non-mediated. Mediated power is categorized based on coercion, reward, and legitimate, while non-mediated power is categorized based on information, expert, and reference. Therefore, this study examines how power types form a causal partnership relationship within the supply chain, and performs an empirical investigation on how the partnerships influence SCM performance.

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“…For instance, prior research suggests that close, frequent relationships, or strong ties, are beneficial in resolving such difficulties, as a strong tie allows two parties to spend more time articulating new knowledge and seeking instruction and feedback through two-way interactions [51]. Additionally, knowledge transfer may require a focal firm to engage in collaborative processes in which to interact with its knowledge partners to shift and align socio-cognitive schemas for establishing common grounds, enabling inter-subjective understandings, and thereby enhancing inter-firm learning outcomes [16,52]. Therefore, knowledge transfer relationships are less likely to depend on a one-time interaction; actual transfer processes often require extended mutual involvement, such as follow-up meetings, renegotiations, and the subsequent adjustment of legal contracts [53].…”

Section: The Liability Of External Knowledge In Environmental Innovationmentioning

confidence: 99%

“…For example, organizational learning perspectives, a powerful tool in understanding organizational innovation and change, posit that as with individuals, organizations are often dependent on external sources of knowledge in their creativity and innovation processes [12][13][14]. The fundamental importance of external knowledge is exemplified by the increasing reliance on inter-organizational collaboration in various industries, including biotechnology, pharmaceuticals, and chemicals, among others [15][16][17][18][19][20]. Together, these studies confirm the strong positive influence of organizational exposure to a diverse set of novel ideas, both directly, through a firm's experience, and indirectly, through a firm's network contacts.…”

Section: Introductionmentioning

confidence: 99%

Too Much Is as Bad as Too Little? Sources of the Intention-Achievement Gap in Sustainable Innovation

Yang

Park

2016

Sustainability

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Prior work on innovation has generally emphasized the importance of an organization's exposure to external knowledge. This study, in contrast, redirects our attention toward conditions under which such exposure serves as constraints on organizational endeavors to achieve environmentally preferable innovation. We develop a two-stage model for sustainable innovation. A firm in the first stage explores a variety of alternatives and develops strategic intentions to address broader environmental concerns; thus, it may benefit from access to both diverse sources of external knowledge and network ties that enable an extensive search for new information. In the second stage, a firm exploits limited available options to achieve its strategic intentions. We suggest that dependence on external knowledge in the first stage makes the transition toward the second stage challenging, thereby reducing the probability that a firm's strategic intentions for sustainability result in actual innovation outcomes. We test our theory using the 2014 Korean Innovation Survey. Our results show that diverse sources of external knowledge through rich network ties, albeit the positive main effects on innovation outcomes, negatively moderate the relationship between a firm's intentions for environmental sustainability and its achievement of sustainable innovation. Several theoretical and practical implications are discussed.

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Copoiesis: Mutual knowledge creation in alliances

Cited by 34 publications

References 64 publications

Network capability, innovativeness, and performance: a multidimensional extension for entrepreneurship

Network capability, innovativeness, and performance: a multidimensional extension for entrepreneurship

How Do Power Type and Partnership Quality Affect Supply Chain Management Performance?

Too Much Is as Bad as Too Little? Sources of the Intention-Achievement Gap in Sustainable Innovation

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