External Sources of Knowledge, Governance Mode, and R&amp;D Performance

Fey, Carl F.; Birkinshaw, Julian

doi:10.1177/0149206304272346

Cited by 346 publications

(275 citation statements)

References 66 publications

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“…In this case, the study included eight items taken from the studies on knowledge acquisition by Fey and Birkinshaw (2005), Díaz et al (2006) and Valmaseda and Hernández (2012). The measure aims to represent different intentional options that a firm might have to acquire external knowledge [9] …”

Section: Methodsmentioning

confidence: 99%

Relationships between structural social capital, knowledge identification capability and external knowledge acquisition

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Guadamillas

2017

EJMBE

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Purpose The purpose of this paper is to analyze the mediating effect of the identification of valuable external knowledge on the relationship between the development of inter-organizational ties (structural social capital) and the acquisition of external knowledge. Design/methodology/approach Using a sample of 87 firms from Spanish biotechnology and pharmaceutics industries, the authors have tested the proposed mediation hypothesis by applying the partial least squares technique to a structural equations model. Findings The study results show that those firms with stronger, more frequent and closer inter-relationships are able to increase the amount of intentionally acquired knowledge, partly due to the greater level of development of their knowledge identification capability. Thus, firms with a higher capability to recognize the value of the knowledge embedded in their inter-organizational networks will be more likely to design better strategies to acquire and integrate such knowledge into their current knowledge bases for either present or future use. Originality/value This research contributes to knowledge management and social capital literature by means of the study of two key determinants of knowledge acquisition – structural social capital and knowledge identification capability – and the explanation of their relationships of mutual influence. The paper thus tries to fill this literature gap and connects the relational perspective of social capital with the knowledge-based view from a strategic point of view.

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Section: Methodsmentioning

confidence: 99%

Relationships between structural social capital, knowledge identification capability and external knowledge acquisition

Ortíz

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Guadamillas

2017

EJMBE

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“…Authors recognize search for new knowledge sources as a key component of technological innovation -for accessing new knowledge and recombining it with existing knowledge (Fey and Birkinshaw, 2005;Katila and Ahuja, 2002;Laursen and Salter, 2006;Rosenkopf and Nerkar, 2001). This article applies similar concepts to management innovation, in that managers search for new ideas, combine these with existing knowledge and conditions in the firm, which then leads to the introduction of new practices.…”

Section: Hypothesesmentioning

confidence: 99%

The sources of management innovation: When firms introduce new management practices

Mol

Birkinshaw

2009

Journal of Business Research

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567

556

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Management innovation is the introduction of management practices new to the firm and intended to enhance firm performance. Building on the organizational reference group literature, this article shows that management innovation is a consequence of a firm"s internal context and of the external search for new knowledge. Furthermore the article demonstrates a trade-off between context and search, in that there is a negative effect on management innovation associated with their joint occurrence. Finally the article shows that management innovation is positively associated with firm performance in the form of subsequent productivity growth.Key words: Management innovation, management practices, performance, knowledge sources 3 THE SOURCES OF MANAGEMENT INNOVATION: When Firms Introduce New Management PracticesThe phenomenon of innovation continues to attract enormous interest among management scholars. Beyond the ubiquitous technological and product innovation, a number of subfields have emerged, concerned with aspects of innovation, such as business model innovation (e.g., Markides, 1997), service innovation (e.g., Gallouj and Weinstein, 1997) and process innovation (e.g., Pisano, 1996). This article focuses on one subfield, namely management innovation (Birkinshaw, Hamel, and Mol, 2008) and its antecedents in and consequences for individual firms. Hamel (2006;2007) in particular has forcefully argued that in today"s age management innovation may represent one of the most important and sustainable sources of competitive advantage for firms because of its context specific nature among others. That makes any study into this topic particularly relevant for practice but also important from the perspective of the study of sustainable competitive advantage, a key domain of strategic management and other academic areas.For some researchers, management innovation refers to a practice or structure that is "new-to-the-state-of-the art", meaning that it has no known precedent (e.g., Chandler"s (1962) description of the invention of the M-Form structure); for other researchers, management innovation refers to something that is "new to the firm" and is adapted from another context, such as a peer firm (e.g., Zbaracki, 1998). Each approach has its own body of literature and, while both fit under the banner of management innovation, it is to the latter body of literature this article contributes. This research defines management innovation as the introduction of management practices that are new to the firm and intended to enhance firm performance. 4 The introduction of new management practices is an important issue for firms as they seek to upgrade their productivity, improve the quality of customer offerings and retain competitiveness (Ichniowski, Shaw, and Crandall, 1995;Pil and MacDuffie, 1996). Policymakers see such practices as important drivers of sector-level or national improvements in productivity.For example, the DTI Innovation Survey and "Porter Report" (published in 2003) highlights the poor adoption of ...

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“…Co-creation is suggested to be a precursor of firms' knowledge exchange and combination capacity (Kogut and Zander, 1992;Nahapiet and Ghoshal, 1998;Nambisan, 2002) and therefore their responsiveness to environmental dynamism (Baker and Sinkula, 2007;Belderbos et al, 2004;Foss et al, 2011;Nambisan and Baron, 2010). Overall, customer co-creation strategies have been considered to be a source of innovativeness and competitive advantage (e.g., Cook, 2008;Evans and Wolf, 2005;Fey and Birkinshaw, 2005;Prahalad and Ramaswamy, 2004a;von Hippel, 2005). In particular, working with lead users is discussed by a group of scholars as a potential source for breakthrough innovations (Baldwin et al, 2006;Franke and Shah, 2003;Franke et al, 2006).…”

Section: Customer Co-creation and Innovative Behavior By Organizationsmentioning

confidence: 99%

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Khanagha

Volberda²,

Oshri³

2017

Long Range Planning

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Prior research has emphasized the importance of organizational focus on exploratory behavior in response to the emergence of a revolutionary core technology and the associated uncertainties. The question of why some organizations are more successful than others at realizing and reacting to such a need has not yet been fully addressed. In particular, empirical evidence on the effects of customer orientation on the effectiveness of organizational responses to major technological changes is somewhat mixed. We develop and test a theoretical argument in which we emphasize an indirect link between customer involvement in innovation processes and exploratory behavior in emerging technology fields. In so doing, first we illustrate the part played by two managerial factors -attention to the technology and the introduction of non-routine organizational adaptations -in enabling exploratory activities such as experimentation and search for unfamiliar knowledge in a new technology field. Second, we discuss how customer co-creation contributes to both of these managerial factors and, consequently, indirectly stimulates exploratory behavior in these conditions. We provide empirical support for our related theoretical framework by means of six case studies and a survey among 131 companies that were adopting a similar emerging technology; i.e., Cloud computing.

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External Sources of Knowledge, Governance Mode, and R&D Performance

Cited by 346 publications

References 66 publications

Relationships between structural social capital, knowledge identification capability and external knowledge acquisition

Relationships between structural social capital, knowledge identification capability and external knowledge acquisition

The sources of management innovation: When firms introduce new management practices

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

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