RETRACTED: The relationship between brokers’ influence, strength of ties and NPD project outcomes in innovation‐driven horizontal networks

Oke, Adegoke; Idiagbon-Oke, Moronke; Walumbwa, Fred O.

doi:10.1016/j.jom.2007.10.004

Cited by 56 publications

(64 citation statements)

References 101 publications

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“…Prominent firms develop capabilities in dealing with inter-firm relationships (Anand and Khanna, 2000;Kale and Singh, 2007;Wang and Zajac, 2007) that can be useful to improve collaborative product development processes. In addition, prominent firms, thanks to their reputation and status, can firstly and easily reach the most influential suppliers and hence access the best knowledge and capabilities for making the NPD process more successful (Primo and Amundson, 2002;Petersen et al, 2003;Ragatz et al, 2003;Oke et al, 2008;Mazzola and Perrone, 2013); finally, thanks to their experience and knowledge about the network, they can better select the most aligned patents or technologies that can trigger or strengthen the NPD process (Geum et al, 2013).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The interaction between inter-firm and interlocking directorate networks on firm's new product development outcomes

Mazzola

Perrone

Kamuriwo

2016

Journal of Business Research

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a b s t r a c t a r t i c l e i n f oThis paper explores the interaction between a prominent board of directors and the network of inter-firm relationships on new product development. Specifically, we posit a positive interaction effect between a prominent board and the inter-firm network and structural holes positions on the number of new products developed by the firm. We test the theoretical framework on a sample of 1758 agreements among 1890 biopharmaceutical firms over the period 2006-2010. We find that by filtering, complementing and legitimizing information coming from the inter-firm network, a prominent interlocking directorate network can improve the inter-firm network's effects on new product development. We discuss important implications for how inter-personal networks (such as the board interlock directorate network) help to develop the effectiveness of inter-firm relationship networks in achieving new product development outcomes.

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Section: Theory and Hypothesesmentioning

confidence: 99%

The interaction between inter-firm and interlocking directorate networks on firm's new product development outcomes

Mazzola

Perrone

Kamuriwo

2016

Journal of Business Research

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“…Thus, in the organisational efficiency of joint projects, some researchers point out that when the number of partners is high, clustering and non-cohesion result in inefficiencies in the operation of exploration projects [38], [28]. In the same sense, in exploitation projects, when the number of partners is low, the risks reside in the lack of motivation due to the burden of the project for each partner, and in the difficulties in obtaining resources [39], [16], [40], [41].…”

Section: Resource-based Perspective: Typology Of Partners and Size Ofmentioning

confidence: 99%

R&D partnerships: An exploratory approach to the role of structural variables in joint project performance

Arroyabe

Arranz

Arroyabe

2015

Technological Forecasting and Social Change

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ABSTRACT. Traditionally the literature on partnership has focused on understanding why firms choose to cooperate and with whom, however, our understanding of the impact of the resulting network structure on the performance of the project is limited. This study builds on joint R&D projects developed in Europe in order to analyse certain structural variables -number and typology of partners, and intensity and density of interactions in the network -which may result in a greater performance of exploration and exploitation R&D projects. Findings show that these structural variables are good predictors of project performance; in particular, the joint performance function in exploration projects is positively dependent on the number of partners; however, in exploitation projects this function depends positively on the density and intensity of interactions, and negatively on the number of partners. Our results complement previous research while adding empirical evidence on the nonlinear and contingent character of structural variables and the performance of joint projects.Keywords: Density; Intensity; Structure; Joint R&D Projects; Partnerships. IntroductionTechnological collaboration for R&D development is being increasingly adopted between organizations to combine resources for common goals [1][2][3]. Firms join other institutions in organising networks, not only at a local but also at a national and international level, in order to develop technological projects that may positively influence competitiveness [3][4][5][6][7]. The effect of network structure in technological project performance has been a topic of considerable interest and study in recent years [5][6][7][8]. According to Hagedoorn et al. [4], Pek-Hooi and Roberts [9] there are two elements which integrate the network structure of a joint R&D project: The network nodes comprising the partners that take part in the project, and the interactions established among partners.Characterized by these two main elements, the study of network structures has been approached from two distinct points of view: The resource-based perspective where the analysis focuses on the partner whose role is to contribute and share resources in the network [10][11][12][13][14][15][16] Beyond the broad consensus of the importance of network structure in managerial performance [30][31], there is a debate on several issues regarding structural attributes and the mechanisms through which they impact on project performance. Thus, in the case of exploration projects, scholars suggest that the large size and weak ties of networks tend to create small groups (clustering) within the network, and that this has a negative impact on the performance of the joint project [29], [6], [32].Regarding exploitation projects, other studies argue that strong cohesion in networks produces redundant information and small size increases the conflicts between partners [3].In this paper we seek to further the debate on size and cohesion issues using survey data collected from a representative sample of join...

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“…The open innovation paradigm is based on the premise that a world of distributed knowledge encourages firms to source innovations from within and beyond their organizational boundaries through interfacing with users, suppliers, other firms, joint ventures and spin-offs (Chesbrough, 2003). Other studies have investigated the influence of governance mechanism on network outcomes (Robinson and Stuart, 2007;Oke et al, 2008) while others have studied relationship norms and behavioral factors in networks (e.g. Wong et al, 2005) to mention a few.…”

Section: Network and Innovationmentioning

confidence: 99%

Communication channels, innovation tasks and NPD project outcomes in innovation‐driven horizontal networks

Oke

Idiagbon-Oke

2010

J of Ops Management

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Inter‐organizational collaborations and horizontal networks are increasingly playing a pivotal role in innovations and new product development among firms. In this study, we investigate the link between the innovation task analyzability and the richness of communications channels used in network arrangements and the link between task analyzability and ties and project development time. We investigated the links based on the data collected from 372 respondents representing ninety three different innovation‐driven horizontal networks. The results of structural equation modeling reveal a negative link from task analyzability to communication channel richness and a positive link from communication channel richness to ties. Communication channel richness was found to partially mediate the influence that task analyzability has on both NPD project outcomes of ties and development time. The implications of our results for theory and practice are discussed.

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RETRACTED: The relationship between brokers’ influence, strength of ties and NPD project outcomes in innovation‐driven horizontal networks

Cited by 56 publications

References 101 publications

The interaction between inter-firm and interlocking directorate networks on firm's new product development outcomes

The interaction between inter-firm and interlocking directorate networks on firm's new product development outcomes

R&D partnerships: An exploratory approach to the role of structural variables in joint project performance

Communication channels, innovation tasks and NPD project outcomes in innovation‐driven horizontal networks

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