2020
DOI: 10.1108/md-09-2019-1239
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Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

Abstract: PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approac… Show more

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Cited by 54 publications
(58 citation statements)
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References 374 publications
(545 reference statements)
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“…In fact, to prosper and survive, firms must excel at both change and stability, even though tensions emanate from their different knowledge management processes (Tushman and O'Reilly, 1996; O'Reilly and Tushman, 2013; Pérez et al, 2019). However, identifying the right way to do so is not a simple task and has consumed researchers for quite some time (Zang and Li, 2016; Walrave et al , 2017; Kuo et al , 2018; Cui et al , 2019; Ferreira et al , 2021).…”
Section: Literature Reviewmentioning
confidence: 99%
“…In fact, to prosper and survive, firms must excel at both change and stability, even though tensions emanate from their different knowledge management processes (Tushman and O'Reilly, 1996; O'Reilly and Tushman, 2013; Pérez et al, 2019). However, identifying the right way to do so is not a simple task and has consumed researchers for quite some time (Zang and Li, 2016; Walrave et al , 2017; Kuo et al , 2018; Cui et al , 2019; Ferreira et al , 2021).…”
Section: Literature Reviewmentioning
confidence: 99%
“…Interacting with diverse network partners can help firms to collect a broader range of information from external sources, providing broader learning that goes beyond existing cognitive horizons and may better "prepare" the company for new business opportunities (Martinez and Aldrich, 2011;Pangarkar and Wu, 2013;Taheri and van Geenhuizen, 2019). New ventures benefit more from knowledge exploration when engage in a diversity of cooperation activities because they spread the risks involved in opportunity recognition and exploitation (Gimenez-Fernandez et al, 2019) and enhance innovation processes (Ferreira et al, 2020;Hagedoorn et al, 2018;Shiri et al, 2015). Especially for small and technological new ventures, partner diversity affects market potential and the firm's financial value (Cisi et al, 2020;Parida et al, 2016;Swaminathan and Moorman, 2009).…”
Section: H1mentioning
confidence: 99%
“…Different identities, values, and codes of behavior among firms in different subgroups thereby lead to significant variations in innovation status and tensions between subgroups ( Bouncken et al, 2020 ), reducing the efficiency of their coordinated activities ( Khamseh et al, 2017 ). This further disconnects their approaches to innovation activities ( Ferreira et al, 2021 ), and ultimately damages inter-subgroup reciprocity. Based on these assertions, the following hypotheses were proposed:…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%