Knowledge Risk Management During Implementation of Open Innovation

Temel, Serdal; Vanhaverbeke, Wim

doi:10.1007/978-3-030-35121-2_12

Cited by 17 publications

(12 citation statements)

References 81 publications

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“…Our findings on cooperation show an optimal level of five partners, suggesting that more is not necessarily merrier, and that firms may experience diminishing returns of cooperation beyond a certain level of engagement. Although cooperating with external partners has been shown to support business growth and firm performance (Huang et al , 2010; Oltra et al , 2018), scholars have frequently highlighted the costs and risks of cooperation in innovation (Birkinshaw et al , 2011; Laursen and Salter, 2014; Monteiro et al , 2017; Temel and Vanhaverbeke, 2020). It may be that the best outcomes will be achieved by cooperating for innovation with a select few partners with whom alignment and trust is greater.…”

Section: Discussion Conclusion and Future Researchmentioning

confidence: 99%

Cooperation for innovation: more is not necessarily merrier

Temel

Mention

Yurtseven

2021

EJIM

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PurposeEmbracing a large set of innovation objectives and collaborating with diverse partners have been promoted as a means to improve innovation performance. However, empirical evidence on the relationships between breadth of objectives, breadth of cooperation and innovation performance is limited, particularly in the context of emerging economies. A larger number of objectives and cooperation partners inevitably increases the complexity in organizational alignment, and cooperation eventually leads to diminishing returns. This study adds to the debate on the costs and benefits of cooperation for innovation. Understanding the optimal levels of the breadth of objectives and cooperation supports managerial decision-making and productivity in the practice of cooperation for innovation.Design/methodology/approachOperationalizing breadth of innovation objectives and cooperation via the Turkish Community Innovation Survey data, self-reports reflecting 5,863 firm-level responses between 2006 and 2008 are analysed using tobit and probit models. The maximum likelihood estimator is used to find the optimal levels for breadth of objectives and cooperation.FindingsFirms with greater breadth of innovation objectives experience higher innovation performance; those with greater breadth of cooperation also experience higher innovation performance, but our results indicate the existence of optimal levels of breadth for both innovation objectives and cooperation.Research limitations/implicationsThe authors extend the logic that there is no safety in numbers in cooperation for innovation. If the aim is to enhance innovation performance, managers and policymakers need to pay attention to the number of innovation objectives and the amount of cooperation pursued by firms. However, innovation success may be closely associated with a firm's dynamic capabilities and ability to mobilize its resources. Drawing on organizational learning theories, future research could explore why a lower than maximum level of cooperation may be more conducive to reaching levels of enhanced innovation performance and whether this level is influenced by cognitive processes.Originality/valueThe authors draw attention to the ideal number of innovation objectives and number of cooperating partners required to enhance innovation performance, thus contributing to the debate on the complex relationships between innovation, performance and cooperation in the unique setting of a large developing economy.

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Section: Discussion Conclusion and Future Researchmentioning

confidence: 99%

Cooperation for innovation: more is not necessarily merrier

Temel

Mention

Yurtseven

2021

EJIM

Self Cite

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“…Furthermore, precautionary principles seem not easy to implement; as it may bring some restrictions, e.g. limited access to some information/data/places, cooperation with few partners, as well as additional costs to small businesses (Temel and Vanhaverbeke, 2020). Finally, it is not widely known how to implement risk preventing strategies in small businesses (Henschel and Durst, 2016; Brustbauer, 2016).…”

Section: Discussionmentioning

confidence: 99%

Knowledge risk prevention strategies for handling new technological innovations in small businesses

Temel

Durst

2020

VJIKMS

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Purpose The purpose of this conceptual paper is to name and categorize risks related to emerging technological innovations and to propose a number of countermeasures. The emphasis is placed on knowledge risks that are grouped under human, organizational and technological spheres and are presented from a small business perspective. Design/methodology/approach The presented paper takes into account the prior literature and the authors’ thoughts and experiences to identify potential knowledge risks and countermeasures. Findings Having a better overview of possible knowledge risks that may emerge in conjunction with the adoption and application of emerging technological innovations can help small businesses to better assess these new developments and their possible upsides and downsides. The proposed risks and countermeasures can also help policymakers as well as other organizations working for or together with smaller businesses to help them maintain and even increase their competitiveness. Practical implications Different implications are suggested for not only managers and employees in small businesses but also other stakeholders working for or with small businesses. Originality/value To the best of the authors’ knowledge, this paper is the first one that focuses on how small businesses can improve their decision-making regarding the adoption of new emerging technological innovation from a knowledge risk perspective.

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“…Knowledge is a key factor in the emergence of creativity in the organization, and from this angle, managing organizational knowledge and assessing its status in the organization are important and necessary [40]. Knowledge management is a process that helps organizations to retrieve, select, organize, disseminate, and transmit specialized information that is essential for such activities as problem solving, dynamic learning, strategic planning, and decision making [41].…”

Section: Knowledge Managementmentioning

confidence: 99%

An Investigation on the Impact of Business Intelligence over the Performance of Startup Companies according to Innovation and Knowledge Management as Mediators

Nazari

Taghavi

Valizadeh

et al. 2022

Mathematical Problems in Engineering

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Value-Originality. Startup companies look for solutions to remove useless issues and enhance the activities offering value adding over the product/service development stage in such a way that such companies will be able to provide great products and more probabilities for success with no need to employ considerable investments from external sources. Accordingly, innovation, business intelligence, and knowledge management will contribute to the positive findings of startup companies. Objectives. Hence, the purpose of the present study was to conduct an investigation on the impact of business intelligence over the performance of startup companies according to such mediators as innovation and knowledge management. Methods. The type of this study is correlation and is also an applied and descriptive-survey work regarding objective and data gathering. Our statistical population encompassed all related experts and managers in the following Iranian startups: Pinket, Alibaba, Snapp, Filimo, IDPay, PhonePay, TapSell, and Body Spinner. Our sample was composed of 108 experts and managers in mentioned companies, who were chosen based on the cluster sampling method. Structural equation modeling with partial least squares approach was used to analyze the gathered data. Findings. Our results reveal the effectiveness of business intelligence, innovation, and knowledge management on the performance of startups and that of business intelligence on innovation and knowledge management. Ultimately, innovation and knowledge management are mediators of the relationship between business intelligence and performance of startups. Conclusion. The startup companies’ managers are strongly recommended to take advantage of innovation and knowledge management in order to enhance the performance of their businesses.

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Knowledge Risk Management During Implementation of Open Innovation

Cited by 17 publications

References 81 publications

Cooperation for innovation: more is not necessarily merrier

Cooperation for innovation: more is not necessarily merrier

Knowledge risk prevention strategies for handling new technological innovations in small businesses

An Investigation on the Impact of Business Intelligence over the Performance of Startup Companies according to Innovation and Knowledge Management as Mediators

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