Exploitation- and exploration-based innovations: The role of knowledge in inter-firm relationships with distributors

Hernández‐Espallardo, Miguel; Sánchez‐Pérez, Manuel; Segovia-López, Cristina

doi:10.1016/j.technovation.2011.01.007

Cited by 123 publications

(94 citation statements)

References 94 publications

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“…Universities and research labs, for example, give access to fundamental knowledge and the possibility of conducting high quality research (Laursen and Salter, 2004;von Raesfeld et al, 2012). Suppliers possess knowledge related to production processes and input characteristics that could lead to process innovation, cost reduction or product innovation (Sobrero and Roberts, 2002), whereas buyers can be sources of new product ideas (Hernandez-Espallardo et al, 2011;von Hippel, 2007). Collaboration with competitors gives access to industry-specific knowledge and a possibility of sharing, for example, research facilities (Gnyawali and Park, 2011;Kim and Higgins, 2007) and consultants and private research organizations can be valuable sources, for example because they offer engineering capabilities or marketing knowledge helping in commercializing innovations (Tether and Tajar, 2008;Toedtling et al, 2009).…”

Section: Alliance Portfolio Partner Diversity and The Innovation Outcmentioning

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: Alliance Portfolio Partner Diversity and The Innovation Outcmentioning

confidence: 99%

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

2013

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“…Although some researchers consider technological learning to be an aspect of technological capability [28] , these concepts are treated separately in this study because technological learning with linkages to external knowledge resources plays an important role in both technological capability building and technological innovation during catch-up [29] . Well organized external networks can contribute positively to R&D novelty when considering spill-overs that help firms build risk awareness and avoid technological problems that can not or would be costly to solve internally [30] .…”

Section: Dimensions Of Randd Decisions Toward Novelty and Openness Withmentioning

confidence: 99%

The effect of RaD novelty and openness decision on firms' catch-up performance: Empirical evidence from China

Zhong¹,

Wu²

2017

Proceedings of the 2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (

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This paper explores the strategic dimensions of R&D decisions toward novelty and openness in explaining the performance of latecomer firms in a developing economy. A structural equation model of R&D decision-making is formulated using survey data from 50 Chinese firms. The dimension of R&D novelty is defined as the degree of technological newness found in firms' R&D projects, while R&D openness describes the degree to which technologies are acquired from external sources. Our results indicate that firms' R&D decisions regarding novelty and openness are associated with demand opportunities, market competition, technological capability, and external networks. Greater R&D novelty contributes positively to innovative output but does not affect sales growth. Greater R&D openness contributes positively to sales growth but negatively to innovative output.

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“…Individual, team, inter-organizational, and sectoral levels are of increasing scholarly interest [59,[63][64][65][66][67]. The RIS literature, however, has largely overlooked the exploration-exploitation approach, despite possible linkages to it.…”

Section: Applications To Regional Innovationmentioning

confidence: 99%

The evolving nature of China's regional innovation systems: Insights from an exploration–exploitation approach

Wang

Sutherland

Ning

et al. 2015

Technological Forecasting and Social Change

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Exploitation- and exploration-based innovations: The role of knowledge in inter-firm relationships with distributors

Cited by 123 publications

References 94 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 effect of RaD novelty and openness decision on firms' catch-up performance: Empirical evidence from China

The evolving nature of China's regional innovation systems: Insights from an exploration–exploitation approach

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