International Inbound Open Innovation and International Performance

Romero‐Martínez, Ana M.; Muiña, Fernando Enrique García; Ghauri, Pervez N.

doi:10.1002/cjas.1454

Cited by 7 publications

(11 citation statements)

References 129 publications

(222 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, firms operating in the high-tech industry should pay more attention to build up sustainable competitive advantages from strategic assets as early as possible. As shown in this study, compared with non-high-tech firms, high-tech firms' sustainable competitive advantages rely more on strategic assets, such as cutting-edge technology [51] and management know-how [52]. Acquirers in the high-tech industry compensate for their strategic assets deficiencies through international M&As.…”

Section: Practical Implicationsmentioning

confidence: 85%

How Do International M&As Affect Rival Firm’s Sustainable Performance? —Empirical Evidence from an Emerging Market

Yin

Zhou

et al. 2020

Sustainability

View full text Add to dashboard Cite

International mergers and acquisitions (M&As) have been increasingly used by emerging market enterprises (EMEs) as a springboard for strategic assets to overcome latecomer disadvantages and build sustainable competitive advantages. While current literature only focuses on the M&As’ impacts on acquirers, little is known about the impacts of EMEs’ international M&As on their external stakeholders, such as rival firms. Based on the longitudinal data covering 325 large international M&As completed by Chinese public manufacturing firms during 2009–2015, empirical results show that international M&As at the industry level have significant negative influence on the sustainable performance of acquirers’ rivals, and these negative relationship will be accentuated when the international M&As are horizontal M&As, when rivals are carrying out cost leadership strategy, and when those M&As are completed in the high-tech industry. This study enriches the literature of international M&As and the economic pillar of sustainability by pushing current research toward rival’s perspective and denotes that firms need to consider the potential negative impact on the sustainability of their outside stakeholders (e.g., other firms and whole industry). It also generates practical implications for firms to actively deal with potential negative effects of competitors’ international M&As on their sustainable performance, especially those players in the high-tech industry.

show abstract

Section: Practical Implicationsmentioning

confidence: 85%

How Do International M&As Affect Rival Firm’s Sustainable Performance? —Empirical Evidence from an Emerging Market

Yin

Zhou

et al. 2020

Sustainability

View full text Add to dashboard Cite

show abstract

“…Such alliances provide access to valuable knowledge and help to co-create idiosyncratic resources suited to the achievement of economic success and international competitiveness (Ferreras-Méndez et al , 2019; Musteen et al , 2014; Sheng and Hartmann, 2019). In addition, the innovation literature recognizes that the establishment of ties with international partners facilitates the development of innovation (Romero-Martínez et al , 2017), which is vital for international market success. Specifically, increasing attention has been paid to open innovation (OI), which refers to the “use of both inflows and outflows of knowledge to improve internal innovation and expand the markets for external exploitation of innovation” (Cheng and Huizingh, 2014, p. 1235).…”

Section: Introductionmentioning

confidence: 99%

International open innovation and international market success: an empirical study of emerging market small and medium-sized enterprises

Zahoor

Khan

Arslan

et al. 2021

IMR

View full text Add to dashboard Cite

PurposeThis paper presents a theorization and an empirical analysis of the influences of international open innovation (IOI) on the international market success of emerging market small and medium-sized enterprises (ESMEs). An analysis of the moderating roles played by cross-cultural competencies and digital alliance capabilities in this specific context is also presented.Design/methodology/approachThe study adopted a quantitative research design involving a survey of 231 ESMEs based in the UAE. The authors formulated some hypotheses and tested them by employing hierarchical regression models.FindingsThe findings revealed that IOI positively affects the international market success of ESMEs. The authors further found that both cross-cultural competencies and digital alliance capabilities moderate the relationship between IOI and international market success.Originality/valueThe study advances the international marketing, knowledge and innovation management literature in two ways. First, it is a pioneering study that advances both the theoretical and empirical scholarship regarding the relationship between IOI and emerging market firm international market success by employing an extended resource-based view. Second, it further highlights the role played by cross-cultural competencies and digital alliance capabilities as effective governance mechanisms that moderate the relationship between IOI and international market success.

show abstract

“…Moreover, these dimensions fit very well with the absorptive capacity strategic approach (Zahra and George, 2002). Absorption becomes a key meta-routine when an organization adopts an open innovation model (Romero-Martínez et al, 2017). The absorptive capacity construct has let us evaluate with a critical view every model of open innovation applied to cultural institutions proposed up to now.…”

Section: Open Innovation Approach and Museumsmentioning

confidence: 72%

“…The open innovation paradigm is widely discussed through its application in the business world (Chiaroni et al, 2011;Monteiro et al, 2016;Romero-Martínez et al, 2017), and the model can also be applied to public sector institutions (Niehaves, 2010). Specifically, it is of great value to organizations with fewer resources working in the field of the experience economy (Pine and Gilmore, 1998), as is the case of museums and exhibition halls.…”

Section: Open Innovation Approach and Museumsmentioning

confidence: 99%

“…Literature has established different dimensions or factors to be considered. Most of them come from the manufacturing sector and include issues related to employees, structure and technology (Fichter, 2009;Lee et al, 2010;Romero-Martínez et al, 2017;Veugelers et al, 2010;Wincent et al, 2009). The scarce literature on cultural institutions pays special attention to the experiential dimension too Aria, 2014, 2017).…”

Section: Open Innovation Approach and Museumsmentioning

confidence: 99%

See 1 more Smart Citation

Understanding open innovation in small and medium-sized museums and exhibition halls

Muiña

Moraleda

Vacas-Guerrero

et al. 2019

IJCHM

Self Cite

View full text Add to dashboard Cite

Purpose The hostile environments in which museums operate force them to be innovative. Most of them have fewer resources and are publicly owned. Because these factors may hinder their innovative potential, this paper aims to propose an open innovation model adapted to this type of organization to improve visitors’ experience. Design/methodology/approach A qualitative method based on a thematic analysis is carried out. Data sources are: (i) focus group with stakeholders from the destination and (ii) in-depth interviews with museums experts. Findings This new framework is important because it brings something new to a field that previous research had barely considered. The study of the implementation of open innovation in publicly owned small and medium-sized museums brings to light the growing importance of the relational, organizational, technological and experiential dimensions, their interactions and their main constituent factors. Research limitations/implications The study is limited to a specific type of institution, and results should not be extrapolated to other contexts. The construct of open innovation is highly complex, and that advises future research to include other players. Quantitative methods and longitudinal techniques will contribute to tackling new challenges in future research works. Practical implications Results are helpful for museum managers and policymakers. Stakeholders improve their comprehension of how an open innovation model works because the paper offers a few guidelines for its active designing. A solid networking based on trust and the emphasis on improving the visitor experience determine making-decision processes. Originality/value The paper provides a systemic innovation management model for museums, where there is almost no previous research. It is theoretically supported in the open innovation paradigm, as well as the absorptive capacity framework. The emerging and central role of the experiential dimension constitutes another notable contribution to literature.

show abstract

International Inbound Open Innovation and International Performance

Cited by 7 publications

References 129 publications

How Do International M&As Affect Rival Firm’s Sustainable Performance? —Empirical Evidence from an Emerging Market

How Do International M&As Affect Rival Firm’s Sustainable Performance? —Empirical Evidence from an Emerging Market

International open innovation and international market success: an empirical study of emerging market small and medium-sized enterprises

Understanding open innovation in small and medium-sized museums and exhibition halls

Contact Info

Product

Resources

About