Всего публикаций в данном разделе: 5
Complementarity in the Innovation Strategy: Internal R&D, External Technology Acquisition, and Cooperation in R&D [книги]
Опубликовано на портале: 11-12-2002Bruno Cassiman, Reinhilde Veugelers
Successful innovation depends on the development and integration of new knowledge in the innovation process. In order to successfully innovate, the firm will combine different innovation activities. In addition to doing own research and development, firms typically are engaged in the acquisition of knowledge on the technology market and cooperate actively in R&D with other firms and research organizations. In this paper the authors provide evidence on complementarity between different innovation activities. Using data from the Community Innovation Survey on Belgian manufacturing firms, the authors show that firms that are only engaged in a single innovation strategy, either internal R&D activities or sourcing technology externally, introduced fewer new or substantially improved products compared to firms which combine internal and external sourcing. This result is consistent with complementarity between own R&D and external technology sourcing activities. Furthermore, the authors show that the different innovation activities are strongly positively correlated and identify common drivers, resulting in the perceived complementarity between these innovation activities. An important finding is that a capacity to strategically protect intellectual property and a more basic R&D base which may serve as an absorptive capacity, are important common drivers for the different innovation activities.
Опубликовано на портале: 25-12-2002Jose David Vicente Lorente, Jose Angel Zuniga Vicente
The main purpose of this paper is to examine the effect of strategic moves on the likelihood of organizational survival in a population of firms which has undergone continuous and radical transformations in its environment. To this end, the authors propose and test two competitive hypotheses which are the result of two other theoretical perspectives about the consequences of strategic change: the adaptation view (classic strategic management and dynamic capabilities) and the ecological approach. While from the former strategic change has a positive effect on the likelihood of organizational survival, from the ecological approach, strategic change implies an increase in the likelihood of organizational extinction. The sample used to test the two proposed hypotheses is the Spanish private banks population over the period 1983-1997. The results confirm the negative effect of strategic change on the likelihood of organizational extinction, in line with the conclusions of the adaptive perspective and other research carried out in different settings. This paper introduces two important methodological innovations: (a) the definition and measurement of strategic change by using a new cluster algorithm, MCLUST; and (b) the control of the non-observable heterogeneity using panel data models for logit regression.
Assessing the Structural Change of Strategic Mobility Determinants under Hybercompetitive Environments [книги]
Опубликовано на портале: 25-12-2002Jose Angel Zuniga Vicente, Jose David Vicente Lorente
In this exploratory study, the authors set out to develop and test a dynamic and integrative framework on strategic change. On the basis of theoretical arguments and prior empirical evidence from the adaptation and inertial perspectives, the researchers propose an original empirical model to examine whether potential determinants of strategic change remain stable over time in a hypercompetitive environment. The authors look for an answer to this question in the Spanish private bank industry during a period of high strategic mobility as consequence of continuous and drastic environmental transformations. The results strongly support that the effect of potential determinants of strategic mobility in this industry did not remain stable over the whole period of analysis. From this point of view, the study sheds new light on major debates and dilemmas in the field of strategy regarding why firms change theirs competitive patterns over time, and hence whether the adaptation and inertial views really must be considered as complementary perspectives. Furthermore, the paper introduces two important methodological innovations which facilitate future empirical replies. First, the definition and measurement of strategic change by employing a new grouping method, the MCLUST. Second, the control of the non-observable heterogeneity using panel data models for logit regression.
Опубликовано на портале: 28-05-2008Evert-Jan Visser, Ron Boschma
The paper is structured as follows. Section 1 introduces learning as a process of change in cognitive structure, and considers the learning model of Nooteboom (2000). Section 2 discusses the genesis of Italianate industrial districts, analysing the role of social capital in this regard and considering their innovation performance. Section 3 addresses the importance of dissimilar regional clustering processes for learning, focusing on a case of locked-in cluster development. Section 4 considers the impact of various regional clustering and networking processes in the light of Nootebooms learning models. Section 5 presents some conclusions.
Managing Knowledge and Action in Organizations; Towards a Behavioral Theory of Organizational Learning [книги]
Опубликовано на портале: 28-05-2008Max Visser
Current theories of organizational learning tend to concentrate on the mental states of organization members. Knowledge management is a good example in case. In this article a number of objections are raised against this emphasis on mental variables, elaborated in a critical analysis of the concept of knowledge management. As an alternative, a behavioral theory of organizational learning is presented, based on the work of Bateson, Weick and Skinner. Central concepts in this theory are proto-learning and deutero-learning, which are outlined in general terms and applied to organization and management.