Innovation strategies of firms: What strategies and why?

Karlsson, Charlie; Tavassoli, Sam

doi:10.1007/s10961-015-9453-4

Cited by 84 publications

(69 citation statements)

References 58 publications

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“…In reality, indeed, firms can differently combine different inputs and outputs (Karlsson and Tavassoli, 2016). The effect that innovation has on sales growth can be different depending on the complexity of the strategy pursued, in terms of the number and the type of innovation activities performed at the same time.…”

Section: Innovation Complementarities and Firm Growthmentioning

confidence: 99%

Innovation Strategies and Firm Growth

2016

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Section: Innovation Complementarities and Firm Growthmentioning

confidence: 99%

Innovation Strategies and Firm Growth

2016

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“…If firm choose focus and engage in only one these types of innovation, then a firm is pursuing the so-called to "simple" innovation strategy. On the other hand, if a firm choose to engage in more than one type of innovation, then a firm is pursuing the so-called "complex" innovation strategies (Le Bas and Poussing, 2014;Karlsson and Tavassoli, forthcoming). Such choice of simple versus complex innovation strategies has important consequence for the performance of the firm (measured as e.g.…”

Section: Innovation Strategiesmentioning

confidence: 99%

Innovation strategies and firm performance: Simple or complex strategies?

Tavassoli

Karlsson

2015

Economics of Innovation and New Technology

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This paper analyzes the effect of various Innovation Strategies (ISs) of firms on their future performance, captured by labor productivity. Using five waves of the Community Innovation Survey in Sweden, we have traced the innovative behavior of firms over a decade, i.e. from 2002 to 2012. We distinguished ISs to be either simple or complex (in various degrees) ones.A Simple IS is defined as when firms engage in only one of the Schumpeterian four types of innovations, i.e. process, product, marketing, or organizational, while a complex IS is when firms simultaneously engage in more than one types. The main findings indicate that those firms that choose and afford to have complex ISs are better off in terms of their future productivity in compare with those firms that choose not to innovative (base group) and also in compare with those firms that choose simple ISs. The results is mostly robust for those complex innovators that have a higher degree of complexity and also keep the balance between technological (product and process) and non-technological (organizational and marketing) innovations.

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“…As in other studies considering multiple innovation outcomes (e.g., Karlsson & Tavassoli, 2016), the direction of impact of firm size, as measured by LogEmp, varies with innovation type. Firm employment is positively associated with the odds of patented, protected, process, and marketing innovation for rural businesses and negatively related to the odds of product innovation.…”

Section: Baseline Specificationmentioning

confidence: 59%

“…For example, Gómez et al (2016) determine that externally acquired knowledge is relatively more important than internal knowledge creation for innovative success in Spanish firms. In their results for Sweden, Karlsson and Tavassoli (2016) find that collaborations with suppliers support adoption of the most diversified innovation strategy they consider for Swedish firms, which combines product, process, marketing, and organizational innovations. Leoncini (2016) likewise uncovers a negative relationship between use of external knowledge sources and incidence of abandoned innovation projects for a CIS sample of 16 European countries.…”

Section: Innovation and Knowledge Managementmentioning

confidence: 97%

“…Using data from the CIS and its offshoots, studies have examined the determinants of a diverse set of innovation types, including product, process, marketing, organizational, environmental/green, and failed innovation (De Marchi, 2012;Gómez, Salazar, & Vargas, 2016;Karlsson & Tavassoli, 2016;Leoncini, 2016). Since the first wave of the CIS, similar surveys have been conducted in countries outside of Europe, including Canada and New Zealand.…”

Section: Innovation and Knowledge Managementmentioning

confidence: 99%

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The impact of external knowledge sourcing on innovation outcomes in rural and urban businesses in the U.S.

Dotzel

Faggian

2019

Growth and Change

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This paper examines the relationship between external knowledge sourcing and a diverse set of innovation outcomes in rural and urban establishments in the U.S. Existing studies in the broader knowledge management literature principally examine firms in a single industry, overwhelmingly rely on patent data to proxy for innovation, and cannot account for the innovations of businesses in rural American markets. By addressing these limitations using data from the 2014 Rural Establishment Innovation Survey of the USDA's Economic Research Service, this research provides novel insights into how externally acquired knowledge by American establishments may support innovation. Results of the analysis suggest that external knowledge sourcing may specifically promote product, process, and green innovation in U.S. firms. While collective results when external sources of information are divided by industry orientation fail to show that sources outside of a firm's industry play a dominant role in the innovation processes of American establishments in general, findings provide evidence for an outsized impact of these relationships within rural establishments specifically and suggest that external knowledge sourcing from extra‐industry organizations is most critical for promoting successful innovation in rural firms. Results additionally indicate that knowledge sourcing from non‐local organizations may be more important for supporting innovation in rural compared to urban markets.

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Innovation strategies of firms: What strategies and why?

Cited by 84 publications

References 58 publications

Innovation Strategies and Firm Growth

Innovation Strategies and Firm Growth

Innovation strategies and firm performance: Simple or complex strategies?

The impact of external knowledge sourcing on innovation outcomes in rural and urban businesses in the U.S.

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