Network resources and the innovation performance

Abstract

PurposeSo as to understand the effects of network resources on firm innovation and performance within alliances and networks, this paper aims to examine the correlation between network resources and innovation performance through the mediation of capability accumulation and relative bargaining power.Design/methodology/approachDrawing on a survey of 208 Chinese firms engaged in global production networks, this paper extracts four sets of hierarchical regressions to test the impact of network resources on innovation performance.FindingsResults show that network resources are an important source of competitive advantage and the distinction between accessed resources and embedded resources is critical. Other than through direct influences, innovation performance was partly achieved through the mediating role of technological capability and relative bargaining power.Research limitations/implicationsBuilding upon the data introduced in this paper, future studies may examine the effects of network resources in different contexts and the interaction between external and internal resources.Practical implicationsFor firms competing within and between various networks, the forming and utilizing of network resources become a new source of competitive advantage. Hence, careful planning and a consideration of network resources should be undertaken to achieve improvements to a firm's performance.Originality/valueFirst, this paper adds value to the network resource construct by distinguishing two different dimensions. Second, by integrating the mediating effects of technological capabilities and relative bargaining power, this paper reveals the mechanism by which network resources impact innovation performance within various network structures.

Determinants of Innovation Cooperation Performance: What Do We Know and What Should We Know?

“…Regarding the resources available in cooperation, Zheng, Li and Wu [52] show that embedded resources contribute positively to capability accumulation and innovation performance. Further research supports that knowledge creation by partners mediates the effect of knowledge acquisition on innovative performance and that international alliances strengthen the effect of knowledge creation on innovative performance [53].…”

“…Not least, as Zheng, Li & Wu [52] point out, owing to the complex economic and social environments in international economies, one should be cautious to generalize the conclusions of research across different economic environments. Thus, researchers may examine the effects of network resources in different contexts, such as different governance structures.…”

The Influencing Factors of the Technology Standard Alliance Collaborative Innovation of Emerging Industry

“…The patent licensing scheme and the patent revenue distribution scheme constitute the core content of the undefined intellectual property agreement of the technology standard alliance, which are the necessary guarantees for the alliance members to reduce the transaction cost, avoid the patent dispute and realize the patent promotion and application [72][73][74]. Intellectual property right generation and standard identification and acquisition, as well as standard licensed application and promotion diffusion, are the external embodiment of alliance collaborative innovation in market competition [75][76][77]. Patent collaboration is the short-term effect on the account of the alliance collaborative innovation process or R&D mission objectives, while strategic collaboration is a long-term effect.…”

“Complementariedad, heterogeneidad y experiencia en alianzas estratégicas”

“…Asimismo, también se ha demostrado que la complementariedad de los recursos de red es fundamental, ya que garantiza el éxito de la relación. Esto es debido a que los aliados perciben que dicha colaboración es valiosa (Amit y Schoemaker, 1993;Chung et al, 2000;Wassmer, 2007;Zheng et al, 2013;Kale y Singh, 2009;de Leeuw et al, 2014).…”

“…De forma similar se ha señalado que la complementariedad de los recursos de red es una condición tan importante que debe ser analizada antes de la creación de la alianza por su influencia en la marcha de la empresa focal (Chung et al, 2000;Gulati, 1995;Gulati, 2007;Lavie, 2007;Kim, 2014;Zheng et al, 2013).…”