Identifying collaborative innovation capabilities within knowledge‐intensive environments

Barbaroux, Pierre

doi:10.1108/14601061211220995

Cited by 24 publications

(13 citation statements)

References 60 publications

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“…The collaborative mechanism in the seed industry needs policy, technological and financial support. Under the guidance of collaborative strategies, each member has a similar value and behavioral orientation [45]. Therefore, the following proposition is advanced: Hypothesis 2 (H2).…”

Section: Innovation Climate and Collaborative Mechanismmentioning

confidence: 98%

Sustainable Collaborative Innovation between Research Institutions and Seed Enterprises in China

Paudel

et al. 2020

Sustainability

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Public research institutions are encouraged to engage in industry sustainable collaboration in China. We develop an analytical framework based on the factor-process-outputs model and use a mechanism model by incorporating four elements (innovation climate, strategic partnership, collaborative mechanism, and the degree of participation) associated with the research institutions and industry collaboration. Using data collected from a face-to-face interview survey of 533 experts located at research institutions in seven Chinese provinces and one municipality who have collaborated with the seed industry, we use a structural equation model to identify important factors that affect innovation behavior. Results show that the innovation climate does not directly affect the participation of research institutions in research industry collaboration; however, it has a direct effect on strategic partnership and the collaborative mechanism. We find that an innovation climate could indirectly influence the participation of research institutions via collaborative mechanism and strategic partnership. Furthermore, strategic partnership and collaborative mechanism are found to moderate the participation behavior of research institutions. Moreover, we find that policy support, knowledge innovation strategies, and resource sharing mechanisms are essential factors for sustainable and effective collaboration.

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Section: Innovation Climate and Collaborative Mechanismmentioning

confidence: 98%

Sustainable Collaborative Innovation between Research Institutions and Seed Enterprises in China

Paudel

et al. 2020

Sustainability

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“…Exploitation of the external knowledge dimension refers to the behavior of a firm of acquiring knowledge outside the organization. It has been stated that benefiting from collaboration in innovation requires leveraging complementarities between internal and external sources of innovation (Barbaroux, 2012). The strength of inter-firm relationships influences the extent of tacit knowledge transfer, and the tacit knowledge obtained from partner firms affects a firm's innovation capability (Cavusgil et al, 2003).…”

Section: Exploitation Of External Knowledgementioning

confidence: 99%

Matrix structure for supporting organisational innovation capability

Saunila

Mäkimattila

Salminen

2014

IJBIR

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The importance of an organization's capability to produce innovations has been noticed to be increasingly important. Previous literature has discussed appropriate organizational structures for innovation activities. The matrix structure is widely seen to be appropriate for innovation activities, as it aims to capture both the efficiency and specialization of a functional organization, as well as the customer focus and flexibility of a multidivisional organization. The aim of this study is to find out whether a matrix organizational structure supports harnessing hidden innovation capability. The paper presents a study conducted in an organization specializing in different areas of media business. The analysis shows that turning into a matrix is not an answer to realizing all dimensions of innovation capability. The paper contributes to the current understanding by providing guidelines for how innovation capability can be understood in a matrix design, and also by defining guidelines for further research.

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“…Sarasvathy suggests that entrepreneurs are experts in 'fabricating' innovation. This 'fabrication' is not seen as bounded in rationality but in concrete relationships and in the ability to act upon one's abilities and the abilities of own network resources (Barbaroux, 2012;Brink, 2011b). In our terminology, effectuation means the entrepreneurial excellency in transforming social networks into social capital.…”

Section: Effectuation and The Impact Of Human Activitiesmentioning

confidence: 99%

Social Capital or Waste of Time ? Social Networks, Social Capital and ‘Unconventional Alliances’ among Danish Rural Entrepreneurs

Brink¹,

Svendsen

2013

BMR

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Social networks are often expected to easily transform into social capital in the form of network resources that can be converted into monetary income. Also many private entrepreneurs participate in a multitude of network activities in the hope of increasing their incomes. They should however be aware of the opportunity costs of these activities, which in the long run may turn out to be sheer waste of time. Drawing on interviews with the owners of three small enterprises in rural Denmark 2008-2012 and within the theoretical framework of a Bourdieu's theory of the convertibility of tangible and intangible forms of capital, we want to question the widespread belief that networking per se leads to economic gains. Our inductive findings suggest that successful entrepreneurs with what Bourdieu has termed a 'feel for the game'-including the ability to 'effectuate' their networks-draw on a pool of bonding and bridging social capital. From this reservoir, they select and capitalize their networks at the right time and place. Our data shows that one particular variant of bridging social capital-innovative cooperation between entrepreneurs and partners unlike each other and with complementary skills and roles, termed 'unconventional alliances'-can be successfully capitalized, not least in rural areas where SME clusters are scarce. Hence, private entrepreneurs, business development planners and politicians should have in mind that 'networking' may involve exceedingly high opportunity costs. Only when networking is needs driven and carefully conceived and orchestrated, it may lead to positive economic outcomes.

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Identifying collaborative innovation capabilities within knowledge‐intensive environments

Cited by 24 publications

References 60 publications

Sustainable Collaborative Innovation between Research Institutions and Seed Enterprises in China

Sustainable Collaborative Innovation between Research Institutions and Seed Enterprises in China

Matrix structure for supporting organisational innovation capability

Social Capital or Waste of Time ? Social Networks, Social Capital and ‘Unconventional Alliances’ among Danish Rural Entrepreneurs

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