External technology acquisition in Russian firms

Torvinen, Pekka; Podmetina, Daria; Hinkkanen, Juha J.; Väätänen, Juha

doi:10.1504/ijpm.2014.060775

Cited by 5 publications

(4 citation statements)

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“…Russian SMEs should leverage financial investments by developing long-term innovation capabilities and creating new products and services at the global level (Torvinen et al, 2014). With reference to previous literature, the authors of this study claim that for internationalization on the basis of innovation, strong endowment of intellectual resources is necessary (Filippov, 2011).…”

Section: Russian Business Environment: Challenges For Smesmentioning

confidence: 88%

Intellectual capital as enhancer of product novelty

Molodchik

Jardón

2017

JIC

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Purpose The purpose of this paper is to theoretically justify the link between the endowment of intellectual capital (IC) and product novelty, and to find empirical evidence for such a link for small and medium-sized enterprises (SMEs) in the Russian business environment. Design/methodology/approach The study implements an intellectual capital-based view and the concept of novelty proposed by Schumpeter to highlight the crucial role of knowledge for transition to a higher level of competition. Drawing on a literature review, the authors determine three specific components of IC: foreign human capital, information and communication technology (ICT) capital developed at an international level and cooperation with foreign partners in order to pinpoint a premier position on the next level of the market. For empirical testing of the proposed model, a data set comprising more than 1,400 Russian manufacturing SMEs was used. Estimations were performed with the help of a principal component analysis and ordinal logistic regression. Findings The findings reveal that higher (IC) endowment promotes the level of product novelty. For Russian manufacturing SMEs, the most important is R&D capital. At the same time, ICT capital developed at an international level and cooperation with foreign partners contribute significantly to the probability of transition to a new market level. Research limitations/implications The study employs cross-sectional data that restrict the analysis of innovation dynamics. Practical implications The study appears to have policy implications for the development of governmental programmes for Russian SMEs such as the creation of IC awareness, training for IC management, special programmes for R&D support and ICT capital accumulation. Originality/value This paper proposes a new approach for investigating the “knowledge-innovation” link, shifting the focus from a general analysis of product innovation to a level of novelty for product innovation. This is the first empirical study of the relationship between IC components and the level of product novelty for SMEs in the context of the Russian business environment.

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Section: Russian Business Environment: Challenges For Smesmentioning

confidence: 88%

Intellectual capital as enhancer of product novelty

Molodchik

Jardón

2017

JIC

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“…Afuah, 2001;Cohen and Levinthal, 1990;Gupta and Polonsky, 2014;McGrath and McMillan, 2000;Rothaermel and Deeds, 2006). Many researchers have shown that knowledge transfer by outsourcing can be easy and fast (Lawson et al, 2014;Torvinen et al, 2014;Zhao et al, 2014), while simultaneously various studies have illustrated the negative impacts of knowledge transfer by outsourcing, such as opportunistic behaviour (Bhattacharya et al, 2015;Handley and Angst, 2014), and organisational costs compared to internalising (Jacobides and Billinger, 2006). On the other hand, Outsourcing combined with globalisation or segmentation of business processes, involving people from internal and external organisations may hamper the product quality as more complex communication is required (Ng et al 2012).…”

Section: Outsourcingmentioning

confidence: 99%

Product development sourcing over technology life-cycle

Shahmarichatghieh

Härkönen

Haapasalo

et al. 2017

IJPM

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Product development sourcing is vital due to the significant impact on company and product success. Different technology life-cycle (TLC) stages also necessitate product development sourcing to focus accordingly. Understanding the dynamics of product development sourcing over TLC's can prove beneficial. This study analyses product development sourcing strategies through three strategy formulating theories of transaction cost theory, knowledge-based theory, and resource-based theory over TLC stages. Three sourcing strategies of outsourcing, strategic acquisitions, and strategic alliances are considered. The topic is approached both by analysing literature and applying inductive logic for analysing product development sourcing over three technology generations in the context of an important player in the high-tech infrastructure business. A framework is introduced where product development activities emphasis and sourcing strategies' focus is presented over TLC, indicating the priorities in different situations. Contribution is provided by analysing motivations behind product development sourcing decisions over three technology generations' life-cycles.

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“…Russian businesses are still far from the technological frontier (Sabirianova et al, 2012) and to close the gap and speed up "learning" they need access to advanced technologies. The paper (Torvinen et al, 2014) analyzing external technology acquisition in Russian firms using a survey conducted in 2009-2010 provides evidence that companies sourcing, acquiring and implementing external technologies have been able to improve their performance by enhancing new product development and decreasing R&D costs.…”

Section: Introduction: General Backgroundmentioning

confidence: 99%