From knowledge to added value: A comparative, panel-data analysis of the innovation value chain in Irish and Swiss manufacturing firms

Abstract

The innovation value chain (IVC) divides the innovation process into three separate links or activities: knowledge gathering, knowledge transformation and knowledge exploitation. Here, we report a comparative panel data analysis of the IVC in Ireland and Switzerland. Both economies are small, very open and depend significantly on innovation to maintain competitive advantage. In recent years, however, R&D and innovation growth in Ireland has been markedly stronger than that in Switzerland. We investigate these differences through the 'lens' of the IVC. We identify significant similarities between the determinants of firms' knowledge gathering behaviours in each country although firms are responding differently to financial and legal constraints. Strong complementarities emerge between external knowledge sources and between firms' internal and external knowledge. In terms of knowledge transformation -the development of new products or processes -we again find strong similarities between the two countries in terms of the determinants of the probability of innovation. The determinants of innovation intensity vary more, however, with external ownership significantly more important in Ireland. Finally, we consider the link between innovation and productivity which involves significant endogeneity issues. Two-stage estimation procedures do not suggest any significant links between innovation and productivity as we might expect from the macro-economic evidence.

Foreign and Domestic Collaboration, Product Innovation Novelty, and Firm Growth

“…This study seeks to advance organizational learning theory by contributing to the literature of each of the three innovation stages. Regarding the first stage, although the literature recognizes the value of international collaboration (van Beers and Zand, ) and the existence of complementarities among partner types (Roper and Arvanitis, ), it is unclear whether knowledge from domestic collaborations helps the formation of foreign collaborations. Although prior studies (Roper, Du, and Love, ) show that collaborating with one partner type (e.g., customer) increases the likelihood of collaborating with a different partner type (e.g., supplier), such complementarities might not exist among partners from the domestic to foreign markets due to cultural and institutional differences.…”

Capacidade De Inovação Na Indústria Coureiro-Calçadista Do Centro Do Rio Grande Do Sul - Brasil

“…Esse novo formato de perceber o negócio e o ambiente que o circunda tem no aprendizado, por meio dos múltiplos conhecimentos adquiridos, o principal motor da inovação organizacional tal qual essa se apresenta nos dias atuais (Weerawardena & Mavondo, 2011). A criação de um produto, serviço ou processo novo faz parte de um processo muito mais amplo, no qual o conhecimento é recolhido e gerido de forma a ser traduzido em insumo dentro da cadeia de valor da inovação (Roper & Arvanitiz, 2012 Assim, as definições que contemplam ideias de habilidades, capacidades, geração de comportamentos, mudanças de status, geração de conhecimento e aprendizagem, alinham-se com os pressupostos da teoria evolucionária, aqui colocado como marco teórico. Destaca-se, então, que essa teoria considera o papel das firmas como fator crucial para o desenvolvimento econômico.…”

Marketing Approach of Brazilian Wind Energy Sector

“…The development of the area of innovation allows to a company to be prepared to face the current industrial world that changes permanently. Among other things, the innovation management gives to the products of the company the added value that will make differ from his competition and gain competitive advantages (Roper and Arvanitis 2012). The innovation in the companies can be defined as a great workgroup, therefore the creation of networks (universities, centers of investigation, etc.)…”