Foreign competition, domestic knowledge base and innovation activities: Evidence from Chinese high-tech industries

Liu, Xiaohui; Hodgkinson, Ian R.; Chuang, Fu‐Mei

doi:10.1016/j.respol.2013.11.005

Cited by 63 publications

(55 citation statements)

References 84 publications

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“…This is regarded as an appropriate method for dealing with unobserved heterogeneity, endogeneity, and also situations where the explanatory variables are not strictly exogenous. Furthermore, the GMM method is also suitable for short panel datasets as it allows the use of instruments of first differences as instruments, and exploits more fully the available moment conditions in a finite sample (Blundell & Bond, 2000;Liu, et al, 2014). We use the first difference of the lagged dependent and explanatory variables as instruments and the Hansen's J-test for checking their overall validity.…”

Section: Estimation Methodologymentioning

confidence: 99%

Outward foreign direct investment and domestic innovation performance: Evidence from China

Strange

Ning

et al. 2016

International Business Review

176

121

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Recent years have witnessed substantial outward foreign direct investment (OFDI) from many emerging economies. Should the governments of these economies encourage OFDI in order to promote domestic innovation? Much OFDI by emerging economy multinational enterprises (EMNEs) has been undertaken to acquire strategic assets overseas, but do these acquisitions bring innovation benefits at home? The empirical analysis presented in this paper considers the effects of OFDI on regional innovation performance, using a panel of Chinese provinces, and finds that OFDI has a very significant impact on domestic innovation. Furthermore, we also identify three contingent factors -absorptive capacity, foreign presence, and the competition intensity of the local market -that moderate the impact of OFDI on innovation performance. 1 IntroductionMuch has been written about the positive impact of inward foreign direct investment (IFDI) on the innovation performance of host economies (Ben Hamida, 2013;Ben Hamida & Gugler, 2009;Buckley, et al., 2002;Dunning & Lundan, 2008;Fu, 2012;García, et al., 2013;Iwasaki & Tokunaga, 2014;Ouyang & Fu, 2012;Xu & Sheng, 2012). In contrast, very few studies have considered the impact of outward foreign direct investment (OFDI) on the innovation performance of home economies, especially in the context of investments made by multinational enterprises based in emerging economies (EMNEs) (Deng, 2007;Liu, et al., 2005;Xia, et al., 2014). Yet China is predicted to exceed US$ 5 trillion US dollars by 2020 (He, et al., 2012).3 Furthermore, there is considerable evidence to suggest that many Chinese MNEs are active seekers of strategic assets (Chen & Young, 2010;Deng, 2012;Edamura, et al., 2014;Ning & Sutherland, 2012;Ramasamy, et al., 2012;Rugman & Li, 2007;Williamson & Yin, 2012)

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Section: Estimation Methodologymentioning

confidence: 99%

Outward foreign direct investment and domestic innovation performance: Evidence from China

Strange

Ning

et al. 2016

International Business Review

176

121

View full text Add to dashboard Cite

show abstract

“…In the manufacturing industry, Li and Tang (2010) identify that Chinese executives with both industry experience and a formal education are more inclined to risky decision making, a favourable condition for improvisation as opposed to longer range planning. While we acknowledge industries within emerging economies will vary significantly in level of skill intensity (Liu, Hodgkinson, & Chuang, 2014) that may influence the way in which decision-making occurs at the firm-level, by targeting research-intensive firms in Malaysia we expect expertise to be present given that comparable high-technology organizations in similar emerging economies (e.g., Taiwan) are a source of innovation in the global market place (Chi et al, 2009), for which expertise, or skill intensity is a necessity .…”

mentioning

confidence: 99%

Strategy development: Driving improvisation in Malaysia

Hodgkinson

Hughes

Arshad

2016

Journal of World Business

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Driving Improvisation in Malaysia AbstractImprovisation is vital for strategy development, but there remains a lack of understanding about this phenomenon. This emerges directly from the insufficient investigation of its drivers and context. This paper extends improvisation research to the unexplored competitive settings of an emerging middle-income economy. Drawing on survey data from Malaysian research-intensive firms, we examine managerial and organizational antecedents of improvisation under turbulence.Findings reveal that organizational risk-taking and manager expertise are common antecedents of improvisation, but additional relationships arise under high (flexibility) and low turbulence (learning, manager tenure), developing capacity to inform practice, which is critically lacking in international business and management theory.Keywords: emerging economy, improvisation, Malaysia, middle-income, strategy, turbulence, IntroductionOrganizational improvisation has emerged as a very important phenomenon in the business arena, enabling manager spontaneity to enable change as circumstances evolve Improvisation theory proposes that firm characteristics can drive action and execution, but this assumes that firms with high or low improvisation share simply high or low levels of the same internal characteristics. Furthermore, research into improvisation typically has not examined antecedent factors but rather has concentrated on outcomes of improvisation (e.g., Nemkova et al., 2012). Despite the environmental context from which improvisation emerges being a key theoretical contingency (Chelariu, Johnston, & Young, 2002;Vendelø, 2009), extant improvisation research has also been biased towards study in high-velocity markets of developed economies (see Aram & Walochik, 1996;Cunha, 2005). As a result, the drivers of improvisation in the different competitive settings of emerging economies remain unexplored. With higher levels of uncertainties than their peers in developed economies and greater frequency of 2 surprising events, arising from rapid and chaotic environmental changes (Zheng & Mai, 2013) the apparent need for firms to adapt to their environment gives rise to our research question:what drives organizational improvisation in an emerging economy under conditions of turbulence?Focusing on this research question, we argue that managerial and organizational characteristics directly affect organizational improvisation, and also competitive turbulence impact...

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“…3) Personas: los profesionales y empleados deben tener niveles adecuados de formación, habilidades y experiencia para actividades de innovación profesional y académico. Para Liu et al (2014), la intensidad de habilidad interna es crucial para las actividades de innovación de las empresas. 4) Procedimientos: la empresa debe establecer procedimientos y documentos de funcionamiento de todos los procesos necesarios para la gestión de los proyectos de innovación, la identificación de los procesos y la secuencia de la interacción con ellos, con métodos y criterios adecuados para su perfecto funcionamiento.…”

Section: Resultsunclassified

Optimización del Proceso de Innovación para Proyectos Internos en las Empresas

Silva

Vieira

et al. 2016

Inf. tecnol.

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ResumenEste trabajo aborda el problema de innovación de proyectos internos con el objetivo de desarrollar el proceso de innovación de productos industriales. Para estos efectos se presenta una metodología de mejora en el modelo de innovación de una empresa privada de innovación y servicios tecnológicos, llamada Servicio Nacional de Aprendizaje Industrial (SENAI), ubicada en Manaus, Amazonas (Brasil). Para lograr esto se llevó a cabo una revisión de la literatura sobre el tema de innovación y para modificar la estrategia de innovación se utilizó de un estudio con los quince proyectos presentados por el SENAI en el año de 2014 a través del modelo de innovación abierta. El análisis del modelo de innovación abierta y el estudio de casos permitieron detectar los principales problemas, lo que posibilitó la creación de un nuevo modelo con quince etapas para trabajar la innovación. Se concluye que el modelo propuesto ha permitido mejorar la gestión de proyectos de innovación y que el modelo puede ser utilizado por todas las empresas. Palabras clave: modelos de innovación; proyectos; administración; tecnología; estrategias de innovación Optimization of the Innovation Process for Internal Projects in Companies AbstractThis paper addresses the problem of internal innovation projects with the aim of developing the innovation process of industrial products. To this end a methodology for improving the innovation model of a private company for innovation and technology services, named National Service of Industrial Learning (SENAI), located in Manaus, Amazonas (Brazil) is presented. To achieve this we conducted a literature review on the topic of innovation and to modify the innovation strategy a study with fifteen projects presented by SENAI in the year 2014 using the open innovation model was used. The analysis of the open innovation model and case studies allowed detecting the main problems, which allowed the creation of a new model with fifteen stages of innovation to work on innovation. It is concluded that the proposed model has allowed improving the management of innovation projects and that the model can be used by any company.

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Foreign competition, domestic knowledge base and innovation activities: Evidence from Chinese high-tech industries

Cited by 63 publications

References 84 publications

Outward foreign direct investment and domestic innovation performance: Evidence from China

Outward foreign direct investment and domestic innovation performance: Evidence from China

Strategy development: Driving improvisation in Malaysia

Optimización del Proceso de Innovación para Proyectos Internos en las Empresas

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