The value for innovation of inter-firm networks and forming alliances: A meta-analytic model of indirect effects

Are different types of interfirm linkages conducive to different types of tourism innovation?

“…Linkages have been widely regarded as a catalyst to firm innovation (Salazar et al, 2016), because innovation depends on internal and external resources. In terms of the latter, firms try to internalize these external resources and capabilities through their linkages (Durand, Bruyaka, & Mangematin, 2008;Salazar et al, 2016). Partners can provide enhanced access to unique and valuable knowledge, which facilitates development of new products, redesigning of working practices, reconfiguring of the business models, and organizational changes.…”

“…Moreover, partnering with like-minded organizations and creating conditions for effective cooperation are key drivers of innovation outcomes (Jajja, Kannan, Brah, & Hassan, 2017). Surprisingly, only a few studies have discussed the relationship between linkages and types of innovations (Durand et al, 2008;Leiponen & Helfat, 2010;Salazar et al, 2016).…”

“…The term "linkage" (i.e., the state of being linked), which is used to explain the interactions and the relationships amongst innovative actors (Pechlaner & Volgger, 2012), is defined in this study as "cooperative and bilateral relationships in which partners give-and-take resources for a considerable time span" (Lee, Lee, & Pennings, 2001), implying a long-lasting formal or informal relationship that connects or ties firms to each other. Although it is widely acknowledged that interfirm linkages are generally beneficial for firms' innovation performances across a variety of different innovation types (Leiponen & Helfat, 2010;Salazar, Gonzalez, Duysters, Sabidussi, & Allen, 2016), the literature on intrafirm linkages (or networks) is still in its infancy.…”

Internal Social Network, Absorptive Capacity and Innovation: Evidence from New Ventures in China

“…According to Felix et al [10], network could provide a good cross-functional structure for firms to implement new initiatives that need joint work from all employees and departments, such as social media marketing, innovation and so on. Previous research has greatly emphasized the effect of inter-organizational or external networks on firms' innovation [3,[11][12][13][14][15], as external partners might provide a variety of supports to the innovative firm [16]. However, the fact that firms innovate based on their internal structure [17] is somewhat neglected; the generation of new ideas often starts within the firm and the implementation is necessarily controlled by the firm itself.…”

“…The authors of the current paper tried to address this research gap by focusing mainly on the relationship of a new venture's internal social network and its innovation.Another related research stream is the firm's absorptive capacity. There is increasing evidence in the academic literature that merely entering into network relationships does not increase innovation definitely [16]. Literature has studied the mediating role of knowledge management [26], ego-network dynamics [27], dynamic capability [28] and so on in the relationship between social network and innovation.…”