Rok 2010
Aalbers R (2010) The role of contracts and trust in R&D alliances in the Dutch biotech sector. InnovationManagement Policy & Practice 12:311-329 This study explores the value of trust as a construct in
understanding how R&D alliances collaborate over time. A review of literature leads to specific
expectations on alliance coordination mechanisms needed to be applied by high-tech companies to secure
effective cooperation. I pose trust as a prerequisite for knowledge sharing and innovative performance
(Rolland and Chauvel 2000; Norman 2004; Gilsing and Nooteboom 2006) in addition to traditional modes
of governance such as contracts and other formal control mechanisms. As such it is crucial to understand the
link between knowledge transfer, trust and alliances in knowledge intensive and innovative industries. Based
upon an exploratory comparison in the human health industry in The Netherlands between two groups of
companies in respectively the start-up and mature stage of their organizational life-cycle an exploration is
made on how trust can be used to gain a better understanding of how transaction costs influence R&D
alliances. The exploratory findings suggest that in high dynamic markets companies use trust as an informal
coordination mechanism for R&D alliances. However, trust does not reduce the necessity of contracts. Trust
reduces the uncertainty between alliance partners and the frequency of interaction, but it does not result in an
increase of asset specific investments. Still trust can result in a decline of overall transaction costs of R&D
alliances. I conclude that trust is a useful construct in extending our understanding on how R&D alliances
collaborate over time and emphasize the value of incorporating reputation in the discussion around trust.
Acur N, Kandemir D, de Weerd-Nederhof PC, Song M (2010) Exploring the Impact of Technological
Competence Development on Speed and NPD Program Performance. Journal of Product Innovation
Management 27:915-929 With growing levels of competition across industries, technological competence
is increasingly viewed as crucial for businesses to maintain their long-term competitive advantage. Although
there are many theoretical arguments about how firms' competences can yield competitive advantage and
performance improvement, we have a limited understanding of where the capabilities originate in the
context of NPD or what kind of product portfolios, internal climate, and strategic alignment are required to
build them. Moreover, empirical evidence for technological competence development is limited and comes
primarily from case studies, anecdotal evidence, and management impressions. Accordingly, this research
addresses these gaps by presenting and testing a conceptual model of technological competence
development in NPD. This study makes advances in applying a dynamic capability approach to
technological competence development in NPD, and investigates the impact of innovative climate,
technological alignment, and project portfolio management on technological competence development as
well as NPD speed. Moreover, the factors that might influence NPD program performance are also
investigated. The analysis, based on data collected from 111 firms, shows that a firm's innovative climate,
technological alignment, and portfolio management are positively associated with technological competence
development. While technological alignment was found to be negatively related to NPD speed, portfolio
management, and technological competence development were found to have positive effects on speed.
However, innovative climate had no significant impact on speed. Moreover, technological competence
development and portfolio management were found to be positively related to NPD program performance.
Finally, no support was found for the relationship between speed and NPD program performance.
Adams D, Hublikar S (2010) Upgrade Your New-Product Machine. Research-Technology Management
53:55-67
OVERVIEW: Where a company new product development process is inferior to its
manufacturing process, in terms of defect rate and overall effectiveness, a process called New Product
Blueprinting can help its managers to close the gap. This process is a means of upgrading the "fuzzy front
end" of new-product development. It builds on the Stage-Gate process and forces an "outside-in" perspective
by fully engaging customers in a set Of discovery and preference interviews. Guesswork is taken out of
product design by using tools such as Market Satisfaction Gap, a measure of customer eagerness for each
product attribute. The entire four-phase process-market segmentation, customer interviews, competitive
bench-marking and new-product planning allows the product development team to solidify its business case
before undertaking costly product development.
Adebanjo D, Michaelides R (2010) Analysis of Web 2.0 enabled e-clusters: A case study. Technovation
30:238-248
This paper analyses the applicability and opportunities that emerging participation-based
Internet technologies (Web 2 0) afford to digitally clustered companies. In particular, It discusses the
operational aspects of digital clustering with a unique focus on e-clustered procurement. It is based on the
case study of an e-cluster in the UK food industry. The study indicated that Web 2.0 technologies can
facilitate participation and enhance connectivity within in digitally enabled business clusters It also indicated
that significant e-procurement gains can be made by some e-cluster members, although issues relating to
critical mass of membership, cultural inhibitors and selection of suitable products and services for eprocurement need to be addressed.
Akgun AE, Keskin H, Byrne JC (2010) Procedural Justice Climate in New Product Development Teams:
Antecedents and Consequences. Journal of Product Innovation Management 27:1096-1111
With the
increasing interest in the concept of justice in the group behavior literature, the procedural justice (PJ)
climate attracts many researchers and practitioners from different fields. Nevertheless, the PJ climate is
rarely addressed in the new product development (NPD) project team literature. Specifically, the technology
and innovation management (TIM) literature provides little about what the PJ climate is, its nature and
benefits, and how it works in NPD project teams. Also, few studies investigate the antecedents and
consequences of the PJ climate in NPD teams enhancing the understanding of this concept from a practical
perspective. This paper discusses the PJ climate theory in a NPD team context and empirically demonstrates
how team members' positive collective perceptions of a PJ climate can be developed and how a PJ climate
influences a project's performance in NPD teams. In particular, team culture values including employee
orientation, customer orientation, systematic management control, innovativeness, and social responsibility
were investigated as antecedents, and team learning, speed to market, and market success of new products
were studied as outcomes of PJ climate in this paper. By studying 83 NPD project teams it was found on the
basis of using partial least squares (PLS) method that (1) the level of employee, customer and
innovativeness orientation as well as systematic management control during the project had a positive
impact on developing a PJ climate in an NPD team; (2) a PJ climate positively affects team learning and
product development time (i.e., speed to market); and (3) team learning and speed to market mediate the
relations between the PJ climate and new product success (NPS). Based on the findings, this paper suggests
that managers should enhance the PJ climate and team culture in the project team to enhance team learning
and to develop products faster. In particular, managers should (1) open a discussion forum among people
and create a dialogue for people who disagree with the other project team members rather than dictating or
emposing others ideas to them, (2) facilitate information searching and collecting mechanisms to make
decisions effectively and to clarify uncertainties, and (3) allow team members to challange project-related
ideas and decisions and modify them with consensus. Also, to enhance the PJ climate during the project,
managers should (1) respect and listen to all team members' ideas and try to understand why they are
sometimes in opposition, (2) define team members' task boundaries and clarify project norms and project
goals, and (3) set knowledge-questioning values by facilitating team members to try out new ideas and seek
out new ways to do things.
Albors-Garrigos J, Zabaleta N, Ganzarain J (2010) New R&D management paradigms: rethinking research
and technology organizations strategies in regions. R & D Management 40:435-454
The R&D
management paradigms of research and technology organizations (RTOs) have been discussed in the past.
Academics have analysed their strategic challenges in view of the new demands posed by new competitive
environments for their SME clients. New innovation models proposed recently have captured the attention
of policy makers. The objectives of this paper are to analyse these models in the case of a particular model
of RTO: the R&D units in the Basque Country in Spain, launched with the aim of improving R&D and
technology transfer efficiency. This paper is based on an empirical study of a group of specialized RTOs
(R&D units) and its objective is to analyse a new paradigm of RTO and propose a model to identify the
critical elements that influence performance and strategic alignment between R&D performers (RTOs) and
their partners (in most cases SMEs).
Allarakhia M, Kilgour DM, Fuller JD (2010) Modelling the incentive to participate in open source
biopharmaceutical innovation. R & D Management 40:50-66 The open source model provides a valuable
framework for collective knowledge production and dissemination. Open knowledge networks and other
cooperative strategies (classified as open source discovery initiatives) are enabling biopharmaceutical
companies to access disembodied knowledge-based resources critical to downstream drug development. The
objective of these cooperative strategic alliances is to preserve the downstream technological opportunities
for multiple firms. When upstream discovery research cannot yield commercial products and when the costs
associated with excessive upstream competition are too high, companies jointly benefit from cooperative
knowledge production and open knowledge dissemination. An analysis of 39 open source initiatives
(consortia) provides us with information on: the likely participants in such initiatives, the focus of
knowledge production activities, the characteristics of the knowledge generated, and the management of
joint knowledge assets. Based on this analysis, we use game models to understand the decision to participate
in such strategic alliances better. Our game models provide a simple but elegant framework for
understanding the impact of changing knowledge structures on the payoffs associated with cooperation and
defection in knowledge production, and therefore on behaviour.
Amara N, Landry R, Halilem N, Traore N (2010) Patterns of Innovation Capabilities in KIBS Firms:
Evidence from the 2003 Statistics Canada Innovation Survey on Services. Industry and Innovation 17:163192 The aim of this paper is to shed light on complementarities and substitutions between various types of
innovation capabilities in knowledge-intensive-based service (KIBS) firms. The data used in this study are
the responses of 2,625 innovative firms to the 2003 Statistics Canada Innovation Survey on services. The
empirical results suggest the presence of three patterns of complementary innovation capabilities, one
pattern of substitute activities and finally, four patterns of innovation capabilities that are independent from
each other. Hence, the results suggest the presence of complementarities: first, between internal RD, external
RD, acquisition of equipment and machinery, and marketing activities; second, between external RD,
acquisition of equipment and machinery, acquisition of external knowledge and marketing activities; third,
between acquisition of equipment and machinery, acquisition of external knowledge and marketing
activities. Such complementarities lead to the conclusion that, in practice, managers of KIBS firms consider
the consolidation of these capabilities jointly instead of separately. The paper also discusses issues related to
patterns of capabilities that are substitutes and independent from each other. The results of this study also
show significant heterogeneity in the determinants of the different patterns of innovation capabilities.
Andersen KV, Hansen HK, Isaksen A, Raunio M (2010) Nordic City Regions in the Creative Class
DebatePutting the Creative Class Thesis to a Test. Industry and Innovation 17:215-240
The Nordic
countries have a quite different urban structure and social systems than the USA. Denmark, Finland, Norway
and Sweden may then constitute a critical test of the empirical reach of Richard Florida's much cited creative
class thesis beyond its empirical basis in the USA. This paper employs comparative statistics to examine the
importance of the quality of place in attracting members of the creative class to Nordic city regions, and it
analyses the role of the creative class for regional economic development. Florida's original study focused
only on city regions with more than 100,000 inhabitants. Our statistical analyses mainly support Florida's
results with regard to these larger Nordic city regions. The paper, however, also analyses smaller city
regions, which are important in the Nordic urban structure. The findings are clearly less supportive for these
smaller regions, which mean that the original creative class approach has to be considerably refined when
used in the Nordic context.
Angeli F, Grimaldi R (2010) Leveraging Offshoring: The Identification of New Business Opportunities in
International Settings. Industry and Innovation 17:393-413
This work aims to shed light on the process
through which small and medium-sized enterprises (SMEs) identify new business opportunities within their
ongoing offshoring activities. Empirical evidence is drawn on the case of think3, an Italian medium-sized
software company that has been offshoring its RD activities to Bangalore, India, since the year 2000. In
2004, the company started a brand new oglobalo business: from selling software solutions for computeraided design, it began selling the engineering capabilities to use its solutions, leveraging highly qualified
Indian mechanical engineers. Our analysis underlines three elements underpinning think3's ability in
envisaging a new profitable business opportunity. These are its experiential knowledge of: (a) the markets,
clients and competitors, (b) the offshore context, and (c) the internationalization process as a software house,
embodied in the ability to promote offshore cultural integration and to align home and offshore operations.
This study enables a better understanding of the factors triggering the recognition of new business
opportunities by SMEs, at the international level.
Arman H, Foden J (2010) Combining methods in the technology intelligence process: application in an
aerospace manufacturing firm. R & D Management 40:181-194 Technological change is a major factor in
gaining competitive advantage in manufacturing industries. Promoting innovation, exploiting technological
opportunities and avoiding threats are increasingly important. Firms need to recognise both current and
potential future technological advances that can affect their products, services and processes. This paper
presents a Technology Intelligence (TI) methodology and toolset, the main purpose of which is to enable
companies to monitor and assess technological developments associated with their products, components,
processes and other areas of concern. These technology management activities will assist the company in
evaluating its environment while taking advantage of technological changes that represent opportunities or
threats. The methodology is described in detail and demonstrated using a case study conducted in an
aerospace manufacturing firm in the United Kingdom.
Artz KW, Norman PM, Hatfield DE, Cardinal LB (2010) A Longitudinal Study of the Impact of R&D,
Patents, and Product Innovation on Firm Performance. Journal of Product Innovation Management 27:725740
Because of increasing levels of competition and decreasing product life cycles, a firm's ability to
generate a continuous stream of innovations may be more important than ever in allowing a firm to improve
profitability and maintain competitive advantage This paper investigates several issues that are central to an
examination of the innovation productivity in a firm. First, the relationship between a firm's commitment to
research and development and its innovative outcomes is examined. Two innovative outcomes are analyzed:
(1) invention, which focuses on the development of new ideas; and (2) innovation, the development of
commercially viable products or services from creative ideas. Invention is measured by the number of
patents granted, and innovation is assessed by the number of new product announcements. Second, because
many inventions ultimately result in marketable innovations and because patents may provide protection for
new products, the relationship between patents and product announcements is also investigated. Finally, the
ability of a firm to benefit from its inventions and innovations is studied by examining their separate effects
on firm performance, measured as return on assets (ROA) and sales growth. Drawing from a sample of 272
firms in 35 industries over 19 years, the results from a model of simultaneous equations provided support for
some of the hypotheses, but several other surprising findings were found. As expected, R&D spending was
positively related to patents. This finding is consistent with others who argue that internal research
capabilities, particularly those with a strong basic research component, is key to enabling a firm to generate
creative outputs. More surprising was the finding of increasing returns to scale to R&D spending. While this
contradicts much of the existing research, it is consistent with economic arguments for the advantages of
scale in innovation. Also interesting is the finding that, while a significant curvilinear relationship exists
between R&D spending and product announcements, it is not the predicted inverse-U but instead a U-shaped
relationship. Consistent with previous work, product announcements were found to be positively related to
both performance measures. A negative relationship was found between patents and both ROA and sales
growth. While these findings were unexpected, they are intriguing and call into question the value of patents
as protection mechanisms. In addition, these results may be resulting from the rise of strategic patenting,
where an increasing number of firms are using patents as strategic weapons. As expected, a positive
relationship was found between patents and new product announcements.
Arvanitis S, Kubli U, Woerter M (2010) Knowledge and Technology Transfer Activities between Firms and
Universities in Switzerland: An Analysis Based on Firm Data. Industry and Innovation 18:369-392
This
study explores the factors determining the propensity of Swiss firms to get involved in knowledge and
technology transfer (KTT) activities with universities and other research institutions in order to gain new
scientific knowledge in research fields which are relevant for their own innovation activities. The data used
in this study were collected by a postal survey among Swiss enterprises. We found that the propensity to
KTT activities is positively correlated with the share of employees with tertiary-level education, the
existence of RD activities, firm age and firm size. Further, it is negatively correlated with obstacles of KTT
activities related to the functioning of the interface between firms and universities. The analysis of five
specific forms of KTT activities showed that there are differences among these forms as to the explanatory
factors identified for the variable for overall KTT activities, particularly with respect to human capital
intensity, some obstacles and firm size.
Asakawa K, Nakamura H, Sawada N (2010) Firms' open innovation policies, laboratories' external
collaborations, and laboratories' R&D performance. R & D Management 40:109-123
The value of the
open innovation approach is now widely recognized, and the practice has been extensively researched, but
still very little is known about the relative impact of firm-level and laboratory-level open innovation policies
and practices on R&D performance. This study attempts to measure that impact by analyzing a sample of
203 laboratories of Japanese firms located in Japan. It examines simultaneously the effects of firm-level
open innovation policy and laboratory-level external collaborations on laboratory R&D performance. The
study aims to go beyond a general understanding of the importance of open innovation; it shows how an
open innovation policy can have a positive and significant effect on collaborations between a laboratory and
local universities or business organizations. The results also show how an open innovation policy can
contribute to the laboratory's R&D performance by facilitating external collaborations by the laboratories. It
demonstrates how these factors affect R&D performance in different ways, depending on the type of R&D
tasks. Our findings suggest several theoretical and practical implications in the field of R&D management.
Aylen J (2010) Open versus closed innovation: development of the wide strip mill for steel in the United
States during the 1920s. R & D Management 40:67-80
A paired comparison is made between rival
attempts to develop the first continuous rolling mill for wide strip in the United States during the 1920s. One
firm was secretive, and the other relied on collaboration. Development of the wide strip mill is a natural
experiment comparing closed and open innovation as two firms were competing for the same target using
different institutional arrangements for their R&D. Wide strip-rolling technology was developed by rival
teams in the United States during the mid-1920s. The less successful team at Armco, Ashland, Ky was
closed to outside influences. Breakthroughs came from Columbia Steel at Butler, PA, which pursued an
open pattern of cooperation with equipment suppliers. Columbia Steel's collaboration with machinery
suppliers, use of independent advice on bearing technology and willingness to learn from precursors in
copper rolling enabled them to build a successful wide strip mill complex, commissioned in 1926. Butler
established the dominant design for the next 80 years. The leading equipment supplier at Butler, the United
Engineering and Foundry Co., led global sales of the technology for four decades. It is not clear how far this
example of successful open innovation in the US inter-war economy is typical. Historical studies of the
management of R&D focus on formal, science-based research in large corporate labs rather than engineering
development.
Baldini N (2010) Do royalties really foster university patenting activity? An answer from Italy.
Technovation 30:109-116 Even though universities routinely share revenues with the inventors and their
departments to foster patenting activities, royalties' incentive effect is largely unexplored, especially using
panel data. Using a unique dataset of Italian universities' patents between 1988 and 2002, 1 fill this gap,
using estimators that account for the potential endogeneity in the data. Both the royalties shared with the
inventors and their departments are associated with greater patenting activity. Several other organisational
arrangements have significant positive impact, from the use of prompt administrative procedures, to the
university's commitment to exploit the inventions, to the availability of a technology transfer office.
Banerjee PM, Cole BM (2010) Breadth-of-impact frontier: How firm-level decisions and selection
environment dynamics generate boundary-spanning inventions. Technovation 30:411-419
In this paper,
we provide an ex-ante explanation for why some technologies such as James Watt's steam engine move
successfully across broad technological fields, while other technologies do not. Using a sample of VCbacked biotechnology firms, we examine firm knowledge exploration choices along three dimensions the
decision to build from technologies across broad fields, the decision to explore application domains that are
new to the firm, and the decision to mix these two options at the same time. We argue that firm-level
invention decisions find differing responses when received by the selection environment. We find evidence
of a "breadth-of-impact frontier" for technologies, wherein the choice of whether a firm should enter into a
new application domain than those of the past should be informed by the degree to which the technology is
citing poor work narrowly or broadly. The findings suggest that the belief that broad sourcing diversity will
always result in greater citation diversity requires some caveats. The results contribute to the understanding
of not only how entrepreneurial firms evolve but also how individual firms contribute to collective progress.
Banholzer WF (2010) Creating Value in Turbulent Times. Research-Technology Management 53:23-28
Although the world has changed drastically in the past. year; the need for businesses to invent products that
people want and are willing to pay for has not changed. At The Dow Chemical Company this innovation is
managed so as to create maximum value for. the company There are a number of key strategies that Dow
uses to manage innovation. These include balancing the timing of investments versus cash flows, managing
fads, prioritizing across the company, savvy portfolio management, and as system of metrics that measure
real success. Ultimately successful leaders will do whatever necessary to stick to their long-term strategy,
especially during tough economic times.
Barge-Gil A (2010) Cooperation-based innovators and peripheral cooperators: An empirical analysis of their
characteristics and behavior. Technovation 30:195-206 There are many controversies in the literature over
the influence of different firm characteristics on the importance to the firm of cooperation for innovation.
Empirical studies have focused on the fact of cooperation but have not measured its importance for the firm.
The purpose of this work is to go a step further by investigating the characteristics and cooperative
behaviour of firms that use cooperation as the main way to achieve innovation (cooperation-based
innovators). We draw on the 2004 Spanish Innovation Survey and employ a two-step Heckman model. Our
main results show that there are sharp differences among firms. More precisely, we find that smaller firms
and firms outside the high-tech sectors are more likely to be cooperation-based innovators. We also find that
the type of cooperative behaviour matters. Cooperation with providers, with a few agents and with national
partners are strong features of cooperation-based innovators. We discuss some management and policy
implications of our results.
Barge-Gil A (2010) Open, Semi-Open and Closed Innovators: Towards an Explanation of Degree of
Openness. Industry and Innovation 17:577-607
There is much controversy in the literature over the
relationship between the openness of firms' innovation strategies and firm characteristics such as size, RD
intensity and sector. We argue that the controversy arises because, both theoretically and empirically, only a
binary, open vs. closed, strategy has been considered. In this paper, we distinguish among three firm
strategies: open, semi-open and closed, drawing upon a panel of Spanish firms (2004-2006) using data from
Community Innovation Survey (CIS)-type surveys, and two different indicators of openness. Our results
show that open innovators are smaller and less RD intensive than semi-open ones, although larger and more
RD intensive than closed innovators. These results reduce some of the controversies, and show that two
conflicting forces, absorptive capacity and a oneedo effect, are at stake in open innovation strategies.
Barrett C (2010) Smart People, Smart Ideas and the Right Environment Drive Innovation. ResearchTechnology Management 53:40-43 Recessions are difficult times. Companies respond differently to them,
especially in the ways that they manage R&D. Intel's, recently retired chairman, Craig Barrett, has been an
outspoken advocate for continuing investment in R&D, telling Fortune magazine, for example, that "you
can't save your way out of a recession; you can only invest your way out " (May 25, 2009). Anxious to
explore how the semiconductor giant has managed to accomplish this, RTM editor in chief Jim Euchner
spoke with Barrett about innovation, investment, Intel, and international competitiveness.
Bathelt H, Kogler DF, Munro AK (2010) A knowledge-based typology of university spin-offs in the context
of regional economic development. Technovation 30:519-532 Drawing on the literature pertaining to the
role universities play in promoting technology transfer, this paper develops an insightful conceptualization
of spin-off processes, and applies it to a current regional case study. The suggested typology of university
spin-off/start-up firms is based on several variables, including the type of university sponsorship, university
involvement in firm formation, the character of knowledge applied, and co-localization of the founders The
empirical case study is used to demonstrate the usefulness of this approach in analyzing spin-off firms, and
then dynamics. The study is based on interviews conducted with university spin-offs/start-ups in the
information technology (IT) sector located in the Kitchener and Guelph metropolitan areas This region,
which is home to the University of Waterloo - one of Canada's premier science and technology universities has experienced an impetus of spin-off processes cm [Dilating from university research dating back to the
1970s The results of our analysis expose several trends Sponsored spin-offs are largely the result of
particular university research projects, and apply specific knowledge inputs in the development of their
initial core technology Unsponsored spin-offs, which find their foundation in decentralized idea
development outside of the university setting, almost entirely rely on generic broad knowledge bases for the
development of innovative products and services, which have enabled the firm-formation process Overall, it
is surprising that even firms that have received some form of university support described the role the
University of Waterloo had in their start-up process as marginal The dynamic research approach applied in
this study, which outlines the university's changing role over time and the regional dynamics associated with
spin-off firms, further demonstrates the potential of out typology As such, our typology of university-related
start-up/spin-off firms is designed to support studies concerned with the wider impact of universities on
technology transfer and regional development.
Belderbos R, Faems D, Leten B, Van Looy B (2010) Technological Activities and Their Impact on the
Financial Performance of the Firm: Exploitation and Exploration within and between Firms. Journal of
Product Innovation Management 27:869-882
The present study analyzes the impact of firms'
technological strategies on their financial performance. Technology strategies are defined by making a
distinction between explorative and exploitative as well as collaborative and solitary technological activities.
Several hypotheses are tested on a panel data set (1996-2003) of 168 research and development (R&D)intensive firms based in Japan, the United States, and Europe and situated in five different industries (i.e.,
chemicals, pharmaceuticals, information and communication technologies [ICT], electronics, and
nonelectrical machinery). This study's analyses confirm the existence of an inverted U-shape relationship
between the share of explorative technological activities and financial performance. In addition, firms
engaging more intensively in collaboration perform relatively stronger in explorative activities. At the same
time, a negative relationship is observed between the share of collaborative technological activities and a
firm's market value. This negative relationship is most pronounced in collaborative activities of an
exploratory nature. Overall, these findings suggest that the value appropriation complexities of collaborative
technological activities may offset their value-enhancing potential.
Berchicci L, Tucci CL (2010) There Is More to Market Learning than Gathering Good Information: The
Role of Shared Team Values in Radical Product Definition. Journal of Product Innovation Management
27:972-990
User feedback is vital to a radical new product development (NPD) effort. However, shared
team values (beliefs and possibly ideology) determine whether a development team will act on user
feedback. This paper addresses this important issue by investigating the interaction between internal team
values and external market feedback or information in radical projects. The underlying logic in investigating
NPD team values is that, although user feedback is vital to a radical NPD effort, shared team values may
well influence whether a development team will act on user feedback regardless of the team's competences
in collecting, integrating, and assimilating the information acquired. Previous research has considered how
exploratory market learning processes moderate market and technological uncertainty in radical product
development. Scholars argue that NPD teams may increase the chances of success of radically new projects
by acquiring, assimilating, and implementing new information from market feedback. They assume that
managers and NPD teams' ability to make sound choices along the NPD process and increase learning
depends on quality and quantity of information acquired from user feedback. The more and better
information acquired, the easier it will be for the team to assimilate and implement it with clear benefits for
the NPD project. Therefore, extant research has led to a deeper understanding of what information is
important for exploratory market learning. It has not tackled, however, how information is assimilated by the
NPD team and to what extent the information from the market is implemented. Given the exploratory nature
of the research objective, a longitudinal participant-observation case study research is adopted, in which
during a two-year period a radical project development in the mobility field was investigated. During this
period, the NPD team adopted various and sophisticated market research techniques to acquire user
feedback from the design to the prototype and test phase. These units of information were collected, and the
extent to which shared team values influence the process through which user feedback was assimilated,
implemented, and used was analyzed. The findings suggest that information assimilation is not automatic
but rather influenced in interesting ways by internal team values. The findings imply that shared team values
act as a selective assimilation mechanism determining whether a development team will act on user
feedback. Furthermore, the type of information (e.g., functional vs. conceptual feedback) processed by the
development team acts as a moderating factor on the relationship between the team values and information
processing. In conclusion, this paper highlights how one of the mechanisms for information selection is
based on team values and the type of information presented to the team. The topic of selective assimilation
and use in exploratory market learning is an important topic worthy of further research. It is important for
academic researchers because it provides a better description of how radical product development projects
evolve. It is important for managers because awareness of biases and the existence of selective assimilation
may lead to better product development outcomes.
Berkhout G, Hartmann D, Trott P (2010) Connecting technological capabilities with market needs using a
cyclic innovation model. R & D Management 40:474-490 One of the key limitations of current models of
innovation is that they still represent variations on the familiar pipeline architecture. In addition, they are not
embedded in the strategic issues of company boards and therefore remain isolated entities. Equally, the
activity of entrepreneurship, while long recognized as a key factor in firm innovation management, is not
captured and is inadvertently understated or only implied at best. We find that there is incongruence between
current theoretical models and innovation practice. We offer a socio-technical framework that replaces the
family of linear concepts by a cyclic alternative. It combines hard and soft sciences, bridges research and
development and marketing communities and helps firms and policy makers to better understand the
iterative nature of the innovation process.
Bessant J, von Stamm B, Moeslein KM, Neyer AK (2010) Backing outsiders: selection strategies for
discontinuous innovation. R & D Management 40:345-356 A key challenge in managing innovation is to
explicitly identify ways to improve an organization's performance with regard to discontinuous innovation.
However, discontinuous innovation does not fit the existing 'frame of reference' and hence requires a
reframing of the traditional ways of innovating within the organization. More specifically, previous research
shows that practices that work well in the context of incremental innovation do not work in the context of
discontinuous innovation. Thus, the aim of this paper is to explore innovation practices that enable
organizations to select innovation projects, which are 'outside the box' of its prior experience, i.e. are
discontinuous in nature. Building on the experience of more than 150 firms across 12 countries, we have
identified nine innovation practices for the selection of discontinuous innovation; these can be grouped into
three clusters: enable, engage and experience. In sum, we identify that an organization needs to acknowledge
that its choice to engage in discontinuous innovation will have consequences for the innovation practices
chosen to select which discontinuous projects to carry forward.
Beverland MB, Napoli J, Farrelly F (2010) Can All Brands Innovate in the Same Way? A Typology of
Brand Position and Innovation Effort. Journal of Product Innovation Management 27:33-48
Product
innovation is vital to ongoing brand equity and has been responsible for revitalizing many brands, including
Apple, Dunlop Volley, Mini, and Gucci. While several scholars have noted the relationship between a
brand's position and the form of innovation available to a firm, surprisingly no study has sought to bridge
this gap. This study aims to address this issue by, first, building a typology of the innovation practices
underpinning differently positioned brands and, second, exploring the strategic and tactical implications of
different brand-related innovation efforts. In so doing, this study addresses a critical question: How do
differently positioned brands organize their innovation efforts? A multiple case-study approach was used in
this paper. Cases were sampled from a number of industries and across a range of different countries with a
focus on business-to-consumer brands. Thirty-five interviews were conducted across 12 cases. The brands
studied differed in their approach to innovation ( incremental vs. radical) and in their relationship to the
marketplace ( market-driven and driving markets). These two dimensions result in four alternative ways of
organizing the innovation effort to effectively reinforce the brand: ( 1) incremental and market driven (
follower brands); ( 2) radical and market driven ( category leader brands); ( 3) incremental and driving
market (craft-design-driven brands); and ( 4) radical and driving markets ( product leader brands). For
follower brands, new product success is contingent upon the quality of the firm's marketing information
systems and speed to market. Category leaders seek to dominate and appeal to the mass market with bold
product initiatives. Craft-designer-driven brands aim to maintain an aura of authenticity, downplaying the
commercial realities of their innovation efforts, while product leader brands seek to reaffirm their status as
industry pioneers. This research contributes to the branding and new product development literature in
several ways. It illustrates that differently positioned brands require the deployment of different firm
capabilities and resources and a unique organizational philosophy to achieve new product success. The
findings also enrich the brand extension literature through an examination of alternate bases, beyond that of
product category, by which brand fit can be established. Finally, this research demonstrates how brand
positioning can pose limitations on an industry leader's ability to respond to disruptive technologies. This
study identifies that failed new products or brand extensions are driven by a mismatch between desired
strategy and the capabilities necessary for achieving success ( suggesting brand extensions are not as low
risk as previously thought). As such, managers should carefully attend to brand perceptions when
developing innovation strategies, particularly in relation to brand extensions.
Bianchi M, Campodall'Orto S, Frattini F, Vercesi P (2010) Enabling open innovation in small- and mediumsized enterprises: how to find alternative applications for your technologies. R & D Management 40:414431
A critical success factor in the practice of Open Innovation is the timely identification of
opportunities for out-licensing a firm's technologies outside its core business. This can be particularly
challenging for small- and medium-sized enterprise (SMEs), because of their focussed business portfolio,
specialized knowledge basis, and limited financial resources that can be devoted to innovation activities. The
paper illustrates a quick and easy-to-use methodology for the identification of viable opportunities for outlicensing a firm's technologies outside its core business. The method uses established TRIZ instruments in
combination with non-financial weighting and ranking techniques and portfolio management tools. It has
been developed by the authors in collaboration with an Italian SME working in the packaging industry.
Biemans W, Griffin A, Moenaert R (2010) In Search of the Classics: A Study of the Impact of JPIM Papers
from 1984 to 2003. Journal of Product Innovation Management 27:461-484
The Journal of Product
Innovation Management (JPIM) was launched in 1984 and over its first two decades of existence evolved
into the leading journal in the field of innovation and the management of technology. During these 20 years
JPIM contributed to the field by publishing 488 academic papers. This paper is a follow-up study to an
earlier study that looked at how JPIM evolved in terms of knowledge stock and knowledge flows during the
first two decades (published in JPIM, March 2007). That paper looked at what was published during the first
20 years, which sources were cited, and which journals cited JPIM papers. This study takes a closer look at
the impact of JPIM on the field of innovation and the management of technology by identifying the most
classic papers published in JPIM during its first two decades of existence. This study used multiple research
methods to identify 64 candidate potential classics from the 488 papers published in the first 20 years of
JPIM's existence, to analyze how they differ from the other 424 papers published in the journal, and to
investigate authors' motivations for writing these papers. Finally, using survey responses from the Product
Development and Management Association (PDMA) membership and other academics in innovation and
new product development, the research then determines which 5 of the 64 candidate papers are considered to
be the "most classic'' papers published and the factors driving that determination. The findings show that
classic papers are those presenting a "pioneering idea'' in the field that creates buzz in both the academic and
practitioner worlds. High numbers of citations are indeed the outcome of these endeavors, but being a classic
requires more than having high numbers of citations. Authors of the true classics generally have worked
hard to disseminate their research, usually to both academics and practitioners, perhaps also contributing to
the network buzz created by their findings. While one of the five most classic papers represented the first
investigation into a particular stream of research, the other four were culminations of a significant body of
research, providing a distinct summary of known information on a topic at the time they were published and
a clear road forward for future research on the topic. These bodies of knowledge have yet to be superseded
by other culminating papers.
Bienkowska D, Larsen K, Sorlin S (2010) Public-private innovation: Mediating roles and ICT niches of
industrial research institutes. Innovation-Management Policy & Practice 12:206-216 Innovation processes
involve diverse sets of organizations including universities, private firms, corporate research labs and public
research institutes. Collaborative forms of knowledge production and innovative activity enable actors to
reduce risk, specialize, and take advantage of knowledge internal and external to the own organization. This
paper discusses interactions and collaborations between public and private sector innovation. This is done
through an analysis of semi-public research institutes in Sweden and their roles as arenas for R&D processes
involving industry, university and government in terms of funding, research and public-private innovation.
Particular attention is paid to technological niches of research institutes and utilization of research findings
from collaborative R&D. The results show that institutes occupy specific niches which influence their ways
of transferring knowledge. It is argued that diversity among R&D performers as well as funding
opportunities is paramount for innovation systems to thrive.
Bieri DS (2010) Booming Bohemia? Evidence from the US High-Technology Industry. Industry and
Innovation 17:23-48 This paper assesses the effect of Richard Florida's creative class on economic growth
and development at two levels of spatial aggregation. First, I examine the dynamics of economic growth
across US metropolitan regions and investigate how they relate to regional specialization and the
concentration of talent in the high-tech industry. In addition to evidence of significant high-tech clusters, I
identify important complementarities with regard to the interaction between the three Ts of regional
development (talent, technology and tolerance) and regional growth dynamics. Using firm-level data, the
regional analysis is then complemented by exploring the location of new high-technology plant openings
and their relationship with university research and development (R&D) and the creative class. Specifically, I
test the hypothesis that both university R&D and the presence of "creativity" generate spillovers which are
captured locally in the form of new high-tech establishments, after controlling for important location factors
such as local cost, demand and agglomeration economies. While the marginal impacts of increased R&D
funding on county probability for new firm formation is modest, the mix of creativity and diversity-as
proxied by the Florida measure-appears to be a key driver in the locational choice of new high-tech firms.
Separate estimates indicate that these findings hold up across the major high-tech industries in the USA.
Bjerregaard T (2010) Industry and academia in convergence: Micro-institutional dimensions of R&D
collaboration. Technovation 30:100-108 Research on university-industry (UI) collaboration has addressed
how cultural differences between firms and universities tend to impede knowledge exchange and impose
challenges on project control if not properly addressed. Relatively little research has examined in-depth how
changing institutional logics of R&D practice shape concrete UI collaborations at the micro-level of
interacting researchers. The purpose of this study is to examine how conflicting and converging institutional
logics of R&D work enable and constrain the process of R&D collaboration between small and medium
sized enterprises (SMEs) and public university departments. This qualitative study covers the total
population of public university departments and firms involved in collaborative research projects sponsored
by a programme under the National Strategic Research Council (NSRC) in Denmark. The findings show that
many of the collaborating researchers experienced an institutional convergence constituting a shared cultural
space for knowledge exchange and communication in their joint projects. In some cases this lack of
normative conflict was due to a blurring of institutional logics governing R&D in the two sectors.
Furthermore, some researchers were able to use their social skills to bridge perceived institutional gaps.
Implications for future research and UI collaboration are addressed.
Blau J (2010) Silicon Valley With Snow? Research-Technology Management 53:3-5
Blau J (2010) Innovation Taking Center Stage in EU Policy. Research-Technology Management 53:3-4
Blau J (2010) East Europe Innovation Still Far Behind West. Research-Technology Management 53:8-10
Blau J (2010) Europe Boosting Energy Spending. Research-Technology Management 53:6-7
Blindenbach-Driessen F, van Dalen J, van den Ende J (2010) Subjective Performance Assessment of
Innovation Projects. Journal of Product Innovation Management 27:572-592
Performance assessment of
innovation projects is a central issue in innovation management research. Using existing literature, a model
is developed to assess the performance of new product and new service development projects. In this model,
project performance is defined as a combination of a formatively indicated operational performance
construct and a reflectively indicated product performance construct. The validity of this model is tested
based on a sample of 219 innovation projects assessed by innovation managers. Using only the innovation
managers' responses, it is, however, not possible to distinguish between operational and product
performance. The impact of common method bias and informant bias is subsequently assessed using a
subsample of 128 of these 219 innovation projects that are assessed by the innovation manager and the
project leader. These latter results show that operational and product performance are two distinct
constructs. In addition, the multitrait-multimethod analyses show that especially the more abstract items of
performance, such as the perceptions of quality, captured knowledge, competitive advantage, gained
reputation, and customer satisfaction, suffer from random error and informant bias. Project leaders appear to
be better informed to assess operational performance, while innovation managers are better in assessing
product performance. The paper concludes with a qualitative comparison of several alternative performance
models: the project performance model as derived from the literature, a similar (misspecified) reflective
performance model, two stand-alone models in which operational and product performance are assessed
separately, and a mixed model that uses a combination of innovation managers' and project managers' data.
Based on this comparison, it is advised to use either the stand-alone models for operational performance and
product performance or the mixed model whereby the project leader assesses operational performance and
the innovation manager the product performance of an innovation project.
Blindenbach-Driessen F, van den Ende J (2010) Innovation Management Practices Compared: The Example
of Project-Based Firms. Journal of Product Innovation Management 27:705-724
The importance of
project-based firms is increasing, as they fulfill the growing demands for complex integrated systems and
knowledge-intensive services. While project-based firms are generally strong in innovating their clients'
systems and processes, they seem to be less successful in innovating their own products or services. The
reasons behind this are the focus of this paper. The characteristics of project-based firms are investigated,
how these affect management practices for innovation projects, and the influence of these practices on
project performance. Using survey data of 203 Dutch firms in the construction, engineering, information
technology, and related industries, differences in characteristics between project-based and nonproject-based
firms are identified. Project-based firms are distinguished from nonproject-based firms on the basis of
organizational configuration, the complexity of the operational process, and the project management
capabilities of the firm. Project-based firms also differ with regard to their level of collaboration and their
innovation strategy, but not in the level of autonomy. A comparison of 135 innovation projects in 96 of the
firms shows that project-based firms do not manage their innovation projects different from other firms.
However, the effects of specific management practices on project performance are different, particularly the
effects of planning, multidisciplinary teams and heavyweight project leaders. Differences in firm
characteristics provide an explanation for the findings. The implication for the innovation management
literature is that "best'' practices for innovation management are firm dependent.
Bohlmann JD, Calantone RJ, Zhao M (2010) The Effects of Market Network Heterogeneity on Innovation
Diffusion: An Agent-Based Modeling Approach. Journal of Product Innovation Management 27:741-760
Innovations usually have an initial impact on very few people. The period of learning or early evaluation
precedes the diffusion of the technology into the wider addressed population. More than a transfer, this is
best characterized as communication of benefits, costs, and compatibility with earlier technologies and a
relative assessment of the new state of the art. Innovation development by an organization or individual
creates not just a device (i.e., process or tacit knowledge) but concomitantly a capacity on the part of other
organizations or persons to use, adopt, replicate, enhance, or modify the technology, skills, or knowledge for
their own purposes. How innovations actually diffuse is to understand the communication of progress, and
this framing helps one to design innovations and also design the marketing and testing programs to ready
innovations for market and launch them efficiently. Diffusion theory's main focus is on the flow of
information within a social system, such as via mass media and word-of-mouth communications. This
theory presents often in the form of mathematical models of innovation and imitation. Distinct from classical
diffusion models, however, consumers are not all identical in how they connect to others within a market or
how they respond to information. We examine the effects of various network structures and relational
heterogeneity on innovation diffusion within market networks. Specifically, network topology (the structure
of how individuals in the market are connected) and the strength of communication links between innovator
and follower market segments (a form of relational heterogeneity) are studied. Several research questions
concerning network heterogeneity are addressed with an agent-based modeling approach. The present
study's findings are based on simulation results that show important effects of network structure on the
diffusion process. The ability to speed diffusion varies significantly according to within-and cross-segment
communications within a heterogeneous network structure. The implications of the present approach for new
product diffusion are discussed, and future research directions are suggested that may add useful insights
into the complex social networks inherent to diffusion. A simple summary is that discovery of significant
prime communicator nodes in a network allows innovation development practices to be better calibrated to
realistically multiple market segments.
Bosse DA, Alvarez SA (2010) Bargaining power in alliance governance negotiations: evidence from the
biotechnology industry. Technovation 30:367-375 Alliance partners negotiate how they will govern their
alliance. This study shows bargaining power, not just efficiency considerations, influences the outcome of
this negotiation. Whereas previous research on this phenomenon associates bargaining power with firm size,
this study employs more nuanced measures of bargaining power applicable to biotechnology firms while
controlling both absolute and relative firm size. We find small biotechnology firms with partners that are
over five times larger can still have the bargaining power to get their interests met when the two parties have
opposing governance interests.
Bowonder B, Dambal A, Kumar S, Shirodkar A (2010) Innovation Strategies for Creating Competitive
Advantage. Research-Technology Management 53:19-32
OVERVIEW: Innovation strategy helps a
company in three ways: exciting its customers, outperforming competitors, and building a new product
portfolio. The literature describes many frameworks for innovation strategy but offers little detail about how
to implement them. This paper identifies 12 ways of visualizing innovation strategies: platform offering, cocreation, cycle time reduction, brand value enhancement, technology leveraging, future-proofing, lean
development, partnering, innovation mutation, creative destruction, market segmentation, and acquisition.
These strategies allow 100 leading global companies to dominate their markets
Boyd DE, Spekman RE (2010) The Licensing of Market Development Rights within Technology Alliances:
A Shareholder Value Perspective. Journal of Product Innovation Management 27:593-605
Technology
alliances create market development rights that are shared between partners in an alliance relative to
codeveloped product technology. Alliance partners will often manage the shared market development rights
in a cooperative manner by forming an agreement in which one partner (i.e., the licensor) licenses its market
development rights to the other partner in the alliance (i.e., the licensee). The real options and bargaining
power literatures provide opposing recommendations regarding whether a licensor creates greater
shareholder value by licensing its market development rights to the licensee on a more or less restrictive
basis. Empirical analysis of technology alliance contracts reveals that the restrictiveness by which a licensor
should license its market development rights to a licensee depends on the licensee's strategic marketing
emphasis. Specifically, a licensee will create greater value by following a more restrictive distribution
strategy when its partner's marketing strategy emphasizes value creation. Alternatively, a licensee will create
greater value when its partner's marketing strategy emphasizes value appropriation by following a less
restrictive distribution strategy. From a theoretical perspective, the paper's findings provide early evidence
regarding the contribution of marketing strategy toward value creation in technology alliances and help
resolve the differing expectations offered by the real options and bargaining power literatures. Managerially,
the paper identifies an alliance partner's strategic marketing emphasis as a hitherto unrecognized factor
determining when managers should follow a more or less restrictive distribution strategy when licensing
marketing development rights within technology alliances.
Brenner T, Broekel T (2010) Methodological Issues in Measuring Innovation Performance of Spatial Units.
Industry and Innovation 18:7-37
The innovation performance of regions or nations has been repeatedly
measured in the literature. What is missing, however, is a discussion of what innovation performance of a
region or nation means. How do regions or nations exactly contribute to the innovation output of firms? And
how can this contribution be investigated in an empirically sound way? We argue that while the literature
offers many suggestions, their theoretical foundation is often weak and the underlying assumptions are
rarely discussed. In this paper, we systematize various mechanisms by which spatial units influence firms'
innovation activities. On the basis of this, common innovation performance measures and analyses are
discussed and evaluated. It is concluded that there is no general best way of measuring the innovation
performance of spatial units. In fact, the most interesting insights can be obtained using a multitude of
different approaches at the same time.
Brenner T, Cantner U, Graf H (2010) Innovation Networks: Measurement, Performance and Regional
Dimensions. Industry and Innovation 18:1-5
Brockman BK, Rawlston ME, Jones MA, Halstead D (2010) An Exploratory Model of Interpersonal
Cohesiveness in New Product Development Teams. Journal of Product Innovation Management 27:201-219
There has been a heavy emphasis in new product development (NPD) research on intrateam issues such as
communication, trust, and conflict management. Interpersonal cohesiveness, however, has received scant
attention. In addition, there are conflicting findings regarding the effects of close-knit teams, which seem to
have a beneficial effect up to a point, after which the tight bond becomes a detriment. This paper addresses
these issues by introducing an exploratory model of interpersonal cohesiveness -> NPD performance that
includes antecedents, consequences, and moderating factors. Antecedents of interpersonal cohesiveness
include clan culture, formalization, integration, and political dominance of one department, while
consequences are groupthink, superordinate identity, and, ultimately, external/internal new product (NP)
performance. The relationships among interpersonal cohesiveness, groupthink, and superordinate identity
appear to be influenced by two moderating factors: team norms and goal support. Additionally, product type
is identified as a moderator on the effects of both groupthink and superordinate identity on external NP
performance. The model is built from two sources: a synthesis of the literature in small group dynamics and
NPD, and qualitative research conducted across 12 NPD teams. Individual team leaders were interviewed
first, followed by interviews with two additional members on each team, for a total of 36 interviews. In
keeping with the goals of qualitative research, the interviews and analysis were used to identify and define
aspects of interpersonal cohesiveness rather than to test a preconceived model. Representation of different
industries and product types was sought intentionally, and variance in NP innovativeness as well as in NP
market success/profitability became key criteria in sample selection. The exploratory model and
propositions developed in this study provide a framework for understanding the role of interpersonal
cohesiveness in NPD teams and its direct and indirect effects on NP performance. Although a significant
amount of research on cohesiveness has been conducted in previous studies of small groups, the narrow
laboratory settings of that research have limited the generalizability of the findings. This study therefore
serves as a useful starting point for future theory development involving interpersonal cohesiveness in NPD.
It also provides a guide for managers in dealing with team cohesiveness.
Brown B (2010) Why Innovation Matters. Research-Technology Management 53:18-23 Innovation drives
growth, both growth of categories and growth within businesses. For Procter & Gamble, innovation is the
engine of growth, providing consumers benefits they value and differentiating P&G brands from those of
competitors. The principles that have driven P&G's innovation-and the company's resurgent growth over the
last two years-transcend industries. In an increasingly challenging economy, where market growth can no
longer be relied on to provide sustained growth, P&G has refocused its efforts' on large, breakthrough
innovations that will deliver consumer benefits and long-term growth through multiple product generations.
Brzustowski T, Butler J, Leung F, Linton JD, Smith J (2010) Emerging and new approaches to R&D
management: selected papers from The R&D Management Conference 2008, Ottawa. R & D Management
40:1-3
Bstieler L, Hemmert M (2010) Increasing Learning and Time Efficiency in Interorganizational New Product
Development Teams. Journal of Product Innovation Management 27:485-499
Despite the growing
popularity of new product development across organizational boundaries, the processes, mechanisms, or
dynamics that leverage performance in interorganizational (I-O) product development teams are not well
understood. Such teams are staffed with individuals drawn from the partnering firms and are relied on to
develop successful new products while at the same time enhancing mutual learning and reducing
development time. However, these collaborations can encounter difficulties when partners from different
corporate cultures and thought worlds must coordinate and depend on one another and often lead to
disappointing performance. To facilitate collaboration, the creation of a safe, supportive, challenging, and
engaging environment is particularly important for enabling productive collaborative I-O teamwork and is
essential for learning and time efficient product development. This research develops and tests a model of
proposed factors to increase both learning and time efficiency on I-O new product teams. It is argued that
specific behaviors (caring), beliefs (psychological safety), task-related processes (shared problem solving),
and governance mechanisms (clear management direction) create a positive climate that increases learning
and time efficiency on I-O teams. Results of an empirical study of 50 collaborative new product
development projects indicate that (1) shared problem solving and caring behavior support both learning and
time efficiency on I-O teams, (2) team psychological safety is positively related to learning, (3) management
direction is positively associated with time efficiency, and (4) shared problem solving is more strongly
related to both performance dimensions than are the other factors. The factors supporting time efficiency are
slightly different from those that foster learning. The relative importance of these factors also differs
considerably for both performance aspects. Overall, this study contributes to a better understanding of the
factors that facilitate a favorable environment for productive collaboration on I-O teams, which go beyond
contracts or top-management supervision. Establishing such an environment can help to balance
management concerns and promote the success of I-O teams. The significance of the results is elevated by
the fragility of collaborative ventures and their potential for failure, when firms with different organizational
cultures, thought worlds, objectives, and intentions increasingly decide to work across organizational
boundaries for the development of new products.
Bugge MM (2010) Creative Distraction: Lack of Collective Learning in Adapting to Online Advertising in
Oslo, Norway. Industry and Innovation 18:227-248
The advertising industry is often seen as adaptable
and flexible, and its work organization and diverse project ecologies are assumed to nurture creativity,
learning and innovation. The advertising industry in Oslo is currently going through a restructuring process
of adapting to the Internet as an emerging media channel for marketing, but struggles to benefit from
collective learning. The established advertising agencies have been reluctant regarding the new opportunities
in Internet-based advertising, which has allowed for a set of smaller and specialized web agencies to emerge,
and who now possess the best skills within interactive advertising. The paper argues that there are two
parallel epistemic communities in the localized advertising industry. It is shown that the advertising industry
seems to have been caught in a path-dependent technological trajectory, and that in order for collective
learning to unfold geographical proximity needs to be supplemented by cultural and epistemic proximity and
compatibility.
Calantone RJ, Harmancioglu N, Droge C (2010) Inconclusive Innovation "Returns": A Meta-Analysis of
Research on Innovation in New Product Development. Journal of Product Innovation Management 27:10651081
This research on studies that have empirically examined the construct innovation provides a metaanalysis of the marketing, management, and new product literatures. The study extends previous metaanalytic works by drawing on 70 independent samples from 64 studies (published from 1970 to 2006) with a
total sample size of 12,921. The overall objective is to propose a synthesized model that includes
technological turbulence, market turbulence, customer orientation, competitor orientation, organizational
structure, innovation, and new product performance. Six baseline hypotheses were developed and tested.
The goal is not only to derive empirical generalizations from these literatures but also to investigate sources
of inconsistencies in the findings. Four substantive and two methodological artifacts were tested to
determine whether they moderate model relationships (i.e., whether the effect sizes differ for any of the six
baseline hypotheses). The potential moderators were project versus program level of analysis, the nature of
change required by the innovation, service versus product, country of the data's origin, continuous versus
categorical measurement, and the number of scales used. From a theoretical perspective, the results
corroborated the resource-based view framework regarding the determinants and the performance outcome
of innovation. New product performance (the performance outcome) is a direct consequence of innovation,
and this effect is stronger when the data are collected from Western countries. This relationship holds
regardless of whether the level of analysis is the new product program versus project or whether the
innovation is a product or a service, a robust result relevant to researchers and managers alike. As for the
determinants of innovation, the results were as follows. While market turbulence is overall not a direct
antecedent to innovation, technological turbulence is overall positively related (especially when market
discontinuities are considered or when the data are collected from Asian countries). Customer orientation
encourages new product innovation overall, but especially at the program (as opposed to project) level in
Western countries. The effect of competitor orientation is also positive. The results for either orientation
construct or either turbulence construct held whether the level of analysis was project versus program or
whether services versus products were examined. However, the relationship of mechanistic organizational
structures to innovation, although positive in the overall sample, did vary by product (positive) versus
service (negative).
Calantone RJ, Yeniyurt S, Townsend JD, Schmidt JB (2010) The Effects of Competition in Short Product
Life-Cycle Markets: The Case of Motion Pictures*. Journal of Product Innovation Management 27:349-361
It is critically important to understand the relationship between new product launch strategies and their
interaction with the competitive environment, which results in the successful introduction of new products.
Deciding when to launch new products is among the most significant issues facing managers when
formulating new products strategy, especially for products with short product life cycles. However, little
extant research has focused on the interaction of product launch timing and the competitive market
environment. This study explores the effects of four types of competitive threats on the market performance
of short product life-cycle products. Threats from new products and incumbents are possible. Also, products
in the same category and those in related product categories exert competitive pressures. In this paper, a
framework of competitive threats is developed, and research questions are constructed and empirically tested
using the motion pictures industry as the focus of this research. A set of simultaneous equations was
estimated using a sample of 2,948 movies introduced in the U.S. market between 1997 and 2004. The results
show that all competition types have negative direct, indirect (as mediated by distribution intensity), and
total effects on the performance of a new product. For a focal product, incumbent products exert a greater
negative impact on performance than new entrants. Surprisingly, products in different, but related,
categories are more harmful to the performance of products than products in the same category. The results
have important implications for launch timing and new product performance.
Calof J, Smith J (2010) The integrative domain of foresight and competitive intelligence and its impact on
R&D management. R & D Management 40:31-39
R&D takes years to come to fruition, thus choosing
R&D programs should be set in the context of the environment that will exist at the time that research is
completed. Foresight and competitive intelligence are two fields that seek to address future oriented
environmental scanning. The paper looks at what the domains of foresight and competitive intelligence
entail and in particular how competitive technical intelligence can work to integrate and enable competitive
agility in foresight positioning. Focus is put on reviewing literature that addresses how foresight impacts
R&D project selection. A review is made on foresight programs from around the world based on a recently
completed study on Canada's foresight capacity. The authors conclude that agile organizations need to be
adaptive and well prepared for tomorrow's challenges and so by integrating competitive technical
intelligence, (typically oriented to business needs) with strategic technology foresight, (typically designed to
address government priorities for technology investments and innovation policy issues), enterprises will be
best positioned to address uncertainties in the technology cycle.
Campbell-Kelly M, Danilevsky M, Garcia-Swartz DD, Pederson S (2010) Clustering in the Creative
Industries: Insights from the Origins of Computer Software. Industry and Innovation 17:309-329 We use
several different sources (a 1970 Roster of Organizations in Data Processing and the 1960 and 1970
Censuses of Population) to study patterns of geographic clustering at the very origins of the software
industry. We find a strong trend toward clustering of the industry in a few metropolitan areas. Furthermore,
we uncover a tendency in the early software industry to agglomerate in close proximity to some of its main
customers. This tendency holds even after controlling for region-specific heterogeneity and for the
potentially endogenous nature of the software customers' location decisions. We explore the factors that may
have driven the observed clustering patterns and suggest directions for further research.
Candi M (2010) Benefits of Aesthetic Design as an Element of New Service Development. Journal of
Product Innovation Management 27:1047-1064 The goal of this research is to investigate the benefits that
may be gained from using aesthetic design in new service development. The research is performed in two
phases. In the first phase, case research examining the use of aesthetic design in 16 new service development
projects in new technology-based firms is used to determine the objectives underlying managers' decisions
to use aesthetic design in new service development. The results of the case research suggest that the
objectives underlying managers' decisions to use aesthetic design in new service development are attracting
new customers, creating and fostering a positive image of their firm in their market, retaining existing
customers, and doing so at lower cost. In the second phase, the results of the case research are used to
generate hypotheses that are tested using longitudinal survey data collected in 98 new technology-based
firms. The findings suggest that by and large the benefits expected by managers are realized. The
practitioner implications of this research are that new technology-based firms that emphasize the use of
aesthetic design in new service development can expect to have a greater proportion of sales from new
customers, be less dependent on a few large customers, be more successful in entering new markets, have a
more favorable firm image, and enjoy higher turnover growth from existing customers and higher profits
than comparable firms not using aesthetic design. The data do not provide support for the hypothesis that
firms using aesthetic design in new service development will have customers that are less inclined to switch
their allegiance to competitors, whereas it does support the hypothesis that firms using aesthetic design will
enjoy higher turnover growth from existing customers than others. This could indicate that, although firms
cannot expect to retain customer loyalty based on aesthetic design, they can expect to earn greater revenues
from customers who do remain loyal if they emphasize aesthetic design.
Cantner U, Meder A, ter Wal ALJ (2010) Innovator networks and regional knowledge base. Technovation
30:496-507 Although network analysis has gained increasing attention over the last years, the literature on
Regional Innovation Systems thus far has not embraced network methods. This study is an attempt to enrich
the Regional Innovation System concept by applying social network methods to quantitatively assess the
extent to which innovating actors in a region engage in systemic forms of knowledge exchange and
collaboration On the basis of a comparison of three rather different regional Innovator networks, the paper
suggests that regions with a strong knowledge base that are specialized in broad technology fields tend to
have relatively fragmented network structures.
Carpenter DJ, Fusfeld AR, Gritzo LA (2010) Leadership Skills and Styles. Research-Technology
Management 53:58-60
Casanueva C, Gallego A (2010) Social capital and individual innovativeness in university research
networks. Innovation-Management Policy & Practice 12:105-117
Many studies have examined the
relations between individuals and organizations and their influence on innovativeness. Some have looked at
networks that improve innovative activity at an organizational, departmental and individual level, using in
the latter case the individual's egonet. This study explores the way in which an individual's social capital and
each of its three dimensions affect innovativeness. Having assessed the entire network of a university
department and calculated the social capital of its members, their innovativeness was compared on the basis
of their scientific production. The results show that the positions of researchers in the network structure and
network quality are less important than the resources that they are able to access through their relations.
Case RH (2010) Managing Risk in Pharmaceutical R&D. Research-Technology Management 53:24-32
OVERVIEW: Risk is a powerful force in innovative organizations for the obvious reason that it means the
future outcomes of decisions are uncertain and, less obviously, because it can foster decision biases like loss
aversion and over-optimism. Decision biases at one level are often counterbalanced by different biases at
other levels of a firm. Two archetypal approaches to managing risk in R&D-so-called "buckshot" vs.
"birdshot" risk strategies-hold implications for organizational performance in the face of risk. Historical data
from two leading pharmaceutical firms permit exploring these two patterns of strategic decision-making to
see how these risk strategies have played out over the ensuing years.
Castellion G (2010) The Design of Business: Why Design Thinking Is the Next Competitive Advantage.
Journal of Product Innovation Management 27:931-935
Castellion G (2010) Design-Driven Innovation: Changing the Rules of Competition by Radically Innovating
What Things Mean. Journal of Product Innovation Management 27:931-935
Castellion G (2010) Hot Spots: Why Some Teams, Workplaces and Organizations Buzz with Energy-and
Others Don't. Journal of Product Innovation Management 27:616-618
Castellion G (2010) Innovating at the Top: How Global CEOs Drive Innovation for Growth and Profit by
Roland Berger, Soumitra Dutta, Tobais Raffel, and Geoffrey Samuels. Journal of Product Innovation
Management 27:454-455
Castellion G (2010) The Product Manager's Desk Reference. Journal of Product Innovation Management
27:291-292
Ceci F, Masciarelli F (2010) A Matter of Coherence: The Effects of Offshoring of Intangibles on Firm
Performance. Industry and Innovation 17:373-392
Offshoring of intangibles is a global production
strategy based on the decision to externalize intangible activities to foreign countries. In the present work we
test the existence of a positive relationship between offshoring intangibles and firm performance. To reap
the full benefit of offshoring, firms are required to integrate and coordinate activities and knowledge;
integration and coordination become difficult when activities are knowledge intensive as in the case of
intangibles. We argue that the positive relation between offshoring intangibles and performance is
strengthened if firms retain part of the knowledge related to the offshore outsourced activity, which reduces
the risk of knowledge fragmentation and eases coordination and control. Our analysis suggests that some
coherence between what a firm outsources abroad and what it offers positively moderates the relationship
between offshoring intangible activities and firm performance.
Chadha A (2010) Overcoming Competence Lock-In for the Development of Radical Eco-Innovations: The
Case of Biopolymer Technology. Industry and Innovation 18:335-350
The plastics industry is trying to
avoid the price spiral of fossil fuels by utilizing renewable resources and simultaneously aims to contribute
to the fight against climate change. Hence, this industry is in the midst of a hybridization process where it
needs to build competencies in the field of radical eco-innovations such as biopolymer technology.
However, the extent of required competencies for industry-wide biopolymer technology development and
diffusion is not well understood yet. This paper explores and analyzes which competencies the plastics
industry applies for the development of biopolymer technology by presenting results of case studies
conducted with eight German and Swiss firms. The results suggest that firms build up competencies in interfirm alliances, independent project houses, technology monitoring cross-functional integration and bootleg
research. The findings improve the understanding of the challenges of radical eco-innovations and provide
examples how the plastics industry can foster innovative competencies in established RD processes.
Chamberlin T, Doutriaux J (2010) Sourcing Knowledge and Innovation in a Low-Technology Industry.
Industry and Innovation 17:487-510 This paper investigates the relationship between knowledge sourcing
and innovation in a select low- to medium-technology industry, the forest sector. It is based on data from the
Statistics Canada Survey of Innovation 2005. Econometric models are developed and tested, specifically
logistic regression analyses, in order to probe the relationship between select forms of embodied and
disembodied knowledge and levels of innovation intensity. Differences between single establishment
Canadian firms, multi-establishment Canadian firms, Canada-USA multi-establishment firms and
establishments belonging to multinational firms are studied in terms of the relationship between innovation
and sources of knowledge. Findings indicate that establishment innovative performance is related to
knowledge sourcing strategies and furthermore that organization ownership/structure impacts significantly
upon this relationship.
Chapas R, Brandt V, Kulis L, Crawford K (2010) Sustainability in R&D. Research-Technology
Management 53:60-63
Chen YM, Lin FJ (2010) The Persistence of Superior Performance at Industry and Firm Levels: Evidence
from the IT Industry in Taiwan. Industry and Innovation 17:469-486
The industrial organization
economics and the resource-based view of the firm have led to disagreements over the question as to which
of firm performance at the industry and firm levels has persisted longer since the 1970s. Acknowledging that
the IT industry in Taiwan has become very competitive and has demonstrated outstanding performance in
the world since the 1990s, this study calculates the persistence in the incremental components of the effects
on profitability, and tests hypotheses that conform to the above mainstream views of relative rates of
persistence. A persistence partitioning model is fitted to a new data set, and the results show that the
incremental effects of firms on profitability persist longer than the incremental effects of industry. In other
words, the long-term competitive advantages of IT firms in Taiwan are more predictable and sustainable in
regards to firm factors than for industry influences. These findings support the predictions of the resourcebased view of the firm, and provide some implications for corporate strategy.
Cheng CF, Lai MK, Wu WY (2010) Exploring the impact of innovation strategy on R&D employees' job
satisfaction: A mathematical model and empirical research. Technovation 30:459-470 This study develops
a mathematical model to examine the effect of innovation strategy on R&D employee's job satisfaction and
to identify the optimal guidelines of innovation strategy, with conflict and organization performance being
treated as the intermediary variables. The study further conducts an empirical survey to illustrate the
contributions of this mathematical model. The results indicate that the product innovation has a greater
influence on organizational performance, while the process innovation has a greater influence on conflict
resolution among R&D employees. The mathematical and empirical results have provided an optimal
guideline for determining the allocation of resources, which suggests that firms must focus on product
innovation to gain the optimal R&D employee's job satisfaction. In addition, the types of innovation policies
along with rivals' attitudes influence the advantages to be taken from a firm innovation strategy.
Chester A (2010) Q: How do you establish dual career ladders? Research-Technology Management 53:6364
Chiang YH, Hung KP (2010) Exploring open search strategies and perceived innovation performance from
the perspective of inter-organizational knowledge flows. R & D Management 40:292-299
Based on
theories of inter-organizational knowledge flows and organizational learning, we argue that intensively
accessing knowledge from a limited number of external channels, i.e., open search depth, can facilitate the
innovating company's incremental innovation performance. We also argue that accessing knowledge from a
broad range of external channels, i.e., open search breadth, can enhance the innovating firm's radical
innovation performance. Using hierarchical regressions to analyze survey data collected from 184
Taiwanese electronic product manufacturers, we found that open search depth is positively related to the
innovating firm's incremental innovation performance, and that open search breadth is positively related to
radical innovation performance. As our results differ from those of previous studies, we provide a possible
explanation for the discrepancy. Examining the effect of open search strategy from a theoretical angle not
yet explored before, our findings can contribute to both scholarly and practitioner knowledge of open
innovation.
Chiaroni D, Chiesa V, Frattini F (2010) Unravelling the process from Closed to Open Innovation: evidence
from mature, asset-intensive industries. R & D Management 40:222-245 Open Innovation has been one of
the most-debated topics in management research in the last decade. Although our understanding of this
management paradigm has significantly improved over the last few years, a number of important questions
are still unanswered. In particular, an issue that deserves further attention is the anatomy of the
organizational change process through which a firm evolves from being a Closed to an Open Innovator. The
paper represents a first step in overcoming this limitation. In particular, adopting a longitudinal, firm-level
perspective, it addresses the following question: which changes in a firm's organizational structures and
management systems does the shift from Closed to Open Innovation entail? In answering this question, the
paper uses established concepts in organizational change research to look into a rich empirical basis that
documents the adoption of Open Innovation by four Italian firms operating in mature, asset-intensive
industries. The results show that the journey from Closed to Open Innovation involves four main dimensions
of the firm's organization, i.e. inter-organizational networks, organizational structures, evaluation processes
and knowledge management systems, along which change could be managed and stimulated.
Chowdhry U (2010) Technology Leadership in Turbulent Times. Research-Technology Management 53:2934
The fourth quarter of 2008 saw the start of the worst global recession since the 1930s. Yet, after
dealing with the initial shock, companies went to work to prepare for the inevitable recovery. Senior leaders
began wondering how the competitive landscape of their markets would change, and which actions would
best prepare their organizations to compete in a new and changing world. Leaders of research and
technology play an essential role in creating pathways out of the recession by helping their corporations
make the right choices, driving corporations to bring clarity to their strategy and options for future growth,
and fighting for the right balance of short-term needs with long-term priorities even when near-term cash is
king!
Christensen JL, Dahl M, Eliasen S, Nielsen R, Ostergaard CR (2010) Patterns and Collaborators of
Innovation in the Primary Sector: A Study of the Danish Agriculture, Forestry and Fishery Industry.
Industry and Innovation 18:203-225
Based upon a large-scale survey and case studies of innovation we
explore patterns of innovation activities in the Danish agricultural, forestry and fishery industries. Our
primary focus areas are the sources and capabilities of innovation. We demonstrate that despite the fact that
this industry is often regarded as low-tech there are still substantial innovation activities going on. Around
23 per cent of the 640 firms surveyed had product and/or process innovation, 24 per cent had other types of
innovation. A total of 46 per cent had some type of innovation. Firms delivering directly to end-users were
more likely to be innovative than those delivering to the processing or wholesale links of the value chain.
Many of the innovative firms had no collaboration on innovation, and respondents generally claim that
stimuli for innovation were primarily internal. We also demonstrate that the industry has a very well
developed extended knowledge base, which is a vital source of information and knowledge for innovation.
This may explain why traditional survey instruments do not fully capture the external sources of innovation.
Christiansen JK, Varnes CJ, Gasparin M, Storm-Nielsen D, Vinther EJ (2010) Living Twice: How a Product
Goes through Multiple Life Cycles. Journal of Product Innovation Management 27:797-827 Product value
and life are usually expected to follow the product life cycle (PLC), wherein products are expected to move
from an investment toward a profitable mature peak that ends when the product is phased out. This study
illustrates the sales volume of Arne Jacobsen's Egg chair over a 50-year period, shifting from low to high
volume to extremely low to high again. This study introduces a theoretical perspective in which value
creation is described as a process of valuing, in which an assumption is made that the value of a product is
relational and that relationships between products and consumers are created, broken, and recreated. This
makes it possible to understand how timeless products can be achieved. Based on a coconstructivistic view
of value creation, the life of the Egg chair demonstrates how value is cocreated as different associations,
relationships, and conflicts are attached, detached, and reattached to the product through processes of
qualifications and requalifications. Value is context dependent, emerging, and performative. By providing
vital clues about what makes some products timeless, the study of the Egg provides implications for
companies and managers. The strength of the Egg is its ability to be simultaneously flexible and stable. At
its core is the design of a mastermind, yet it can adapt to today's changes and tastes. Through its ability to
transform and connect in new ways, keeping its core, it becomes strong. The implications for product
development are, among other things, that the PLC curve should not guide actions or reactions. Instead, it is
necessary to understand, identify, or define the core design and values of products and the way products of
the past can be adapted, negotiated, and transformed to stay attractive and to involve modern customers. It is
essential to understand how product framing and framing devices work as management technologies in
processes that involve the creation of long-lasting product icons.
Clausing D, Holmes M (2010) Technology Readiness. Research-Technology Management 53:52-59
dFinance and technology meet at the crossroads of technology readiness. A disciplined method for assessing
technology readiness assures that new products will integrate smoothly with downstream design and
manufacturing processes and pet:fin-in as expected in the user's environment. In the absence of a technology
readiness assessment, unstable performance will disrupt later stages in the development process or worse
yet, appear once the product is in the hands of the customer A structured technology readiness method like
the one described here includes a development process that improves the stability of the technology until its
performance meets predetermined criteria and an assessment component that measures the degree of
technology readiness and the risk involved in proceeding to development. Such a technology readiness
method can transform a technology stream into a reliable stream of profit.
Coccia M (2010) Evaluation and Performance Measurement of Research and Development: Techniques and
Perspectives for Multi-Level Analysis. R & D Management 40:513-514
Cohendet P, Grandadam D, Simon L (2010) The Anatomy of the Creative City. Industry and Innovation
17:91-111
The aim of this contribution is to depict and analyze the dynamics of situated creativity by
presenting an anatomy of the creative city and an understanding of the emergence and formation of creative
processes in these particular local ecologies of knowledge. We propose to study the anatomy of the creative
city by defining three different layers-the upperground, the middleground and the underground-as the basic
components of the creative processes in local innovative milieus. Each one of these layers intervenes with
specific characteristics in the creative process, and enables new knowledge to transit from an informal
micro-level to a formal macro-level. In order to illustrate this point of view, the creative city of Montreal is
analyzed through two main case studies: Ubisoft and the Cirque du Soleil.
Collins L (2010) Green Communications Consortia Demonstrate Increasing Importance of Open Innovation.
Research-Technology Management 53:3-5
Collins L (2010) Recession Pushing Innovation in New Directions. Research-Technology Management
53:4-6
Cooper RG, Edgett SJ (2010) Developing a Product Innovation and Technology Strategy for Your Business.
Research-Technology Management 53:33-40
OVERVIEW: Many companies lack a clearly articulated
and well-communicated product innovation and technology strategy Such a strategy is essential and is
strongly linked to positive performance in product innovation. A framework for developing a product
innovation strategy is presented, and the various steps of strategy development are described, from bestpractice ways to define innovation goals and objectives through to the selection of strategic arenas and the
development of the strategic map. Defining attack plans and entry strategies are also described. Finally
methods for resource allocation and deployment using strategic buckets and strategic roadmaps are outlined.
Cosner RR (2010) Industrial Research Institute's R&D Trends Forecast for 2010. Research-Technology
Management 53:14-22
Cromer C (2010) Understanding Web 2.0's influences on public e-services: A protection motivation
perspective. Innovation-Management Policy & Practice 12:192-205
Web 2.0 offers both technology and
an environment that facilitates transparency and communication for users and stakeholders. With this
opportunity, public sector e-services are given tools to engage their own employees in an atmosphere that
not only fosters new ideas, but provides a framework for managing prototypes and pilot projects that
encourage experimentation. In addition, this environment encourages collaboration and breaking down walls
of information asymmetries between various stakeholders. Public sector e-services has a legacy of a risk
adverse environment where many times the focus is on the politically charged short-term delivery of goals
and results, lacking a long-term strategy of managing the risk and renewal cycle around service innovation.
The promises and potential that Web 2.0 technologies may provide still have to deal with fragile systems
that are currently in place in public sector e-services. Government regulators, consumer advocacy groups,
and e-services need to understand how Internet innovation affects the end user/consumer directly. The
central premise being that these groups are modeling consumer trends and may be making decisions on false
or fabricated information, even suggesting this could lead to inhibiting overall Internet innovation.
Dahan E, Soukhoroukova A, Spann M (2010) New Product Development 2.0: Preference Markets - How
Scalable Securities Markets Identify Winning Product Concepts and Attributes. Journal of Product
Innovation Management 27:937-954 Preference markets address the need for scalable, fast, and engaging
market research in new product development. The Web 2.0 paradigm, in which users contribute numerous
ideas that may lead to new products, requires new methods of screening those ideas for their marketability,
and preference markets offer just such a mechanism. For faster new product development decisions, a
flexible prioritization methodology is implemented for product features and concepts, one that scales up in
the number of testable alternatives, limited only by the number of participants. New product preferences for
concepts, attributes, and attribute levels are measured by trading stocks whose prices are based upon share of
choice of new products and features. A conceptual model of scalable preference markets is developed and
tested experimentally. Benefits of the methodology are found to include speed (less than one hour per
trading experiment), scalability (question capacity grows linearly in the number of traders), flexibility
(features and concepts can be tested simultaneously), and respondent enthusiasm for the method.
Dangelico RM, Garavelli AC, Petruzzelli AM (2010) A system dynamics model to analyze technology
districts' evolution in a knowledge-based perspective. Technovation 30:142-153
The current economic
scenario is more and more characterised by knowledge as a key element to enhance and foster firms and
regions innovation and competitiveness, such as in the case of technology districts. In fact, they represent
typical economic systems constituted by economic actors whose success and survival depend on their
capability to create new knowledge and, then, innovation. Proximity dimensions (such as geographical,
cognitive, and organizational) have been recognized as an important means to increase knowledge creation
and diffusion among districts' actors. In this paper, the complex dynamics generated by knowledge,
proximity, and firms agglomeration process inside a technology district are described and formalized
adopting a system dynamics model. The model analyses the district evolution according to a knowledgebased perspective ceteris paribus, i.e. given other dimensions such as institutional, economical, and social
issues. For each model variable, suitable proxies, mainly based on the notion of patents, are identified.
Finally, simulations are provided in order to show how different values of organizational and cognitive
proximities can affect the knowledge sharing and the agglomeration process of an actual high-technology
district, represented by the aerospace district of Seattle, Results show that as cognitive and organizational
proximities increase, district actors can fully exploit the benefits of agglomeration, in terms of knowledge
sharing and creation, so favouring the district growth and development.
de Brentani U, Kleinschmidt EJ, Salomo S (2010) Success in Global New Product Development: Impact of
Strategy and the Behavioral Environment of the Firm. Journal of Product Innovation Management 27:143160 Product innovation and the trend toward globalization are two important dimensions driving business
today, and a firm's global new product development (NPD) strategy is a primary determinant of
performance. Succeeding in this competitive and complex market arena calls for corporate resources and
strategies by which firms can effectively tackle the challenges and opportunities associated with
international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP)
literature, the present study develops and tests a model that emphasizes the resources of the firm as primary
determinants of competitive advantage and, thus, of superior performance through the strategic initiatives
that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the
organizational resources or behavioral environment of the firm relevant for international NPD-specifically,
the global innovation culture of the firm and senior management involvement in the global NPD effort; (2)
the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen
for expanding and exploiting opportunities in international markets; and (3) global NPD program
performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent
terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based
on data from 432 corporate global new product programs (North America and Europe, business-to-business,
services and goods), a structural model testing for the hypothesized mediation effects was substantially
supported. Specifically, having an organizational posture that, at once, values innovation plus globalization,
as well as a senior management that is active in and supports the international NPD effort leads to strategic
choices that are focused on making the firm truly global in terms of both market coverage and product
offering. Further, the two strategies-global presence and global product harmonization-were found to be
significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD
programs.
De Luca LM, Verona G, Vicari S (2010) Market Orientation and R&D Effectiveness in High-Technology
Firms: An Empirical Investigation in the Biotechnology Industry*. Journal of Product Innovation
Management 27:299-320
There seems to be lack of consensus among informed scholars about the
importance a of market orientation for high-technology firms. This paper gives a comprehensive review of
existing empirical studies on the relationship between market orientation and innovation performance and
pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant
research often overlooked key innovation outcomes for high-technology firms, such as those related to
research and development (R&D) performance. Second, organizational conditions that can ensure an
optimal integration of market knowledge in the innovation process have been less analyzed in the case of
these firms. Against this background, the present study contributes to the literature by providing a test of the
effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this
relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two
steps. The first one consists of an in-depth qualitative study based on semistructured interviews in five
biotechnology firms. The second step consists of a follow-up survey of 50 biotechnology firms. Results
from hierarchical multiple regression analysis show that the different dimensions of a market orientation
have diverse effects on R&D effectiveness of high-technology firms: whereas interfunctional coordination
has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and
competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional
results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of
customer orientation and interfunctional coordination on organizational performance. Second, market
orientation does not appear to significantly affect R&D efficiency. The present study contributes to current
literature in two main respects. First, it adds to previous work on market orientation and innovation by
proposing a new dependent variable-R&D effectiveness-which offers a better perspective to understand the
impact of market orientation on innovation performance in high-technology contexts. Second, while part of
the current debate on the role of market orientation in high-tech markets seems to be polarized by positions
that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the
moderating role of knowledge integration shed light on important contingency factors, such as
organizational capabilities. The authors discuss the study's limitations and provide directions for future
research.
de Visser M, de Weerd-Nederhof P, Faems D, Song M, van Looy B, Visscher K (2010) Structural
ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on
innovation performance. Technovation 30:291-299
Based on a survey study of 155 U.S. firms, we
conducted a firm-level assessment of the impact of different kinds of structures (i.e., functional versus crossfunctional) in different kinds of new product development (NPD) processes (i.e., incremental versus radical)
on different kinds of firm innovation performance (i.e., derivative versus breakthrough). We observe that
most firms opt for similar structures for their incremental and radical NPD processes. At the same time,
though, we find strong evidence that (1) firms that apply a cross-functional structure for the radical NPD
process perform significantly better in terms of breakthrough innovation performance than firms that apply a
functional structure for the radical NPD process and (2) firms that apply a functional structure for the
incremental NPD process perform significantly better in terms of derivative innovation performance than
firms that apply a cross-functional structure for the incremental NPD process. These latter findings point to
the relevance of adopting structural ambidexterity, where firms make an explicit distinction between
incremental and radical NPD processes and organize them in a different way.
Debruyne M, Frambach RT, Moenaert R (2010) Using the Weapons You Have: The Role of Resources and
Competitor Orientation as Enablers and Inhibitors of Competitive Reaction to New Products. Journal of
Product Innovation Management 27:161-178
It is a well-accepted notion that to respond to competitive
attacks firms need the necessary resources to do so. However, the presence of resources may not be a
sufficient condition to enhance competitive responsiveness. Following a managerial decision-making
approach, the present paper investigates how the availability of resources affects decision makers'
assessment of a competitor's new product and their subsequent reaction to it. This study posits that
competitive reaction follows from a decision maker's assessment of a competitive action. This assessment
contains a motivation dimension and an ability dimension. The effect of three types of resources-financial,
marketing, and technological-are examined. A quasi-experiment with the Markstrat business game as an
empirical setting provided 339 questionnaires containing information on 29 different new product
introductions. The motivation and ability dimensions are confirmed as important antecedents explaining
reaction behavior. The results show that resources possess a dual, and opposing, role in influencing
competitive reaction to new products. On the one hand, resources enhance decision makers' belief that they
are able to react effectively to competitive attacks, but the presence of resources also makes them less
motivated to react. The paper introduces two explanations for this: the liability-of-wealth hypothesis and the
strong-competitor hypothesis. The addition of competitor orientation as a moderator allows us to discern
between the two competing rationales for the existence of a negative effect of resources on the expected
likelihood of success of a competitive new product introduction, supporting the liability-of-wealth
hypothesis. The paper demonstrates the key role of competitor orientation and formulates implications from
that.
Decker R, Gnibba-Yukawa K (2010) Sales Forecasting in High-Technology Markets: A Utility-Based
Approach. Journal of Product Innovation Management 27:115-129 Accurate sales projections are of vital
importance to the profitability and long-term survival of high-tech companies. This is especially true in the
growth stage of product innovation, because major investments and marketing decisions are made in this
phase. By examining recent empirical studies focusing on consumer behavior in high-technology markets,
several factors are identified that can affect individual buying decisions and aggregate sales, namely,
interpersonal communication, democratization of innovation, direct and indirect network effects, forwardlooking behavior, and consumer heterogeneity. Against this background the diffusion-modeling and the
utility-based approach are reviewed in terms of their basic conception and their applicability to the markets
concerned. Based on this investigation a sales forecasting model for high-tech products, specifically in the
growth stage, is developed. The model has a utility-theoretic background and a logistic structure. Since data
are scarce in this early stage of the product life cycle two versions of the new approach are discussed, an
extended version considering forward-looking behavior and a more parsimonious ("myopic'') one. The
performance of the new model is demonstrated using real sales data on the CD player, the DVD
player/recorder, and the digital camera market. The empirical comparisons include alternative specifications
of the Bass diffusion model as well as a proportional hazard model and consist of two steps. First, the
models are checked as to whether they are able to represent the sales data at all. It is shown that both
versions of the proposed model are at least equivalent, if not superior, to the models used as benchmarks in
terms of fit. In the next step, the models are applied to predict future sales in the three markets. The resulting
forecasts show that the proposed model performs significantly better than its benchmarks. Its parsimony
enables reliable predictions, even in cases, where only short time series are available for parameter
estimation. The model is able to anticipate decreasing diffusion rates as they occur at the end of the growth
stage and, thus, helps to avoid overoptimistic sales forecasts, which may cause severe economic damages.
The new approach is easy to calibrate and can be applied without specialized econometric expertise.
Deevi SC (2010) The Jazz Process: Collaboration, Innovation, and Agility. Research-Technology
Management 53:69-70
Deevi SC (2010) Merge Ahead: Mastering the Five Enduring Trends of Artful M&A. Research-Technology
Management 53:70-71
Delerue H, Lejeune A (2010) Job mobility restriction mechanisms and appropriability in organizations: The
mediating role of secrecy and lead time. Technovation 30:359-366
This paper addresses the following
question: does mobility restriction enhance the appropriability of R&D investments? And if so, how does
this occur? We propose that mobility restriction mechanisms affect appropriability through their impact on
secrecy and lead time. We test mediation hypotheses in a sample of biotechnology firms and discuss the
implications for intellectual property protection strategies and human resource management.
Dell'Era C (2010) Art for Business: Creating Competitive Advantage through Cultural Projects. Industry and
Innovation 17:71-89
Today, more than ever, products determine their own market presence through the
meanings that they assume and the symbolic value that they exude. For this reason, an increasing number of
companies are trying to enrich brands and products with new cultural values and messages. The cultural
aspects of products and brands are so relevant that lately several companies and organizations have aimed to
link art and business to improve both society and corporate performance. If in the 1990s keystone
contributions from Pine and Gilmore (The Experience Economy-Work is Theatre & Every Business a Stage,
Boston, MA: Harvard Business School Press, 1999), Schmitt (Experiential Marketing-How to Get
Customers to Sense, Feel, Think, Act and Relate, New York: The Free Press, 1999), and Schmitt and
Simonson (Marketing Aesthetics-The Strategic Management of Brands, Identity, and Image, New York: The
Free Press, 1997) provided interesting and stimulating managerial visions, recent phenomena seem to show
the necessity of providing something more than an experience. Gilmore and Pine (Authenticity: What
Consumers Really Want, Boston, MA: Harvard Business School Press, 2007) describe the concept of
authenticity as the new business imperative; Holt (How Brands become Icons, Boston, MA: Harvard
Business School Press, 2004) demonstrates the success of some iconic brands with particular cultural
connections. Focusing on two Italian companies (Diesel and illycaffe) that do not operate in the cultural
industries but can be considered cultural producers, the paper analyzes several cultural projects, explaining
their potential contribution to the competitive advantage. Collaboration with artists allows these firms to
intercept and to interpret emerging cultural phenomena and consequently to anticipate the trends of the
future. Cultural projects represent a sort of distributed research project that allows the co-production of
future scenarios in collaboration with several categories of actors, such as famous artists, young talents and
consumers. The co-development of cultural projects with external actors allows firms to reinforce
connections and build communities of people who share similar visions and values.
Dell'Era C, Marchesi A, Verganti R (2010) Mastering Technologies in Design-Driven Innovation. ResearchTechnology Management 53:12-23 OVERVIEW: Only a few companies have mastered the design-driven
approach to innovation. This paper examines what it means to make design a central part of the business
process, able to add value to products and create new markets. More specifically, it focuses on the interplay
between the functional and semantic dimensions of a product. Case studies of two leading Italian companies
in the furniture industry-Kartell and Luceplan-illustrate two principal interpretations of the role of
technology in radical design-driven innovation: technology as an enabler of new product meanings for the
customer, and the importance of supply networks that allow manufacturers to change product technologies
quickly and experiment with new technologies.
Delre SA, Jager W, Bijmolt THA, Janssen MA (2010) Will It Spread or Not? The Effects of Social
Influences and Network Topology on Innovation Diffusion. Journal of Product Innovation Management
27:267-282 Innovation diffusion theory suggests that consumers differ concerning the number of contacts
they have and the degree and the direction to which social influences determine their choice to adopt. To test
the impacts of these factors on innovation diffusion, in particular the occurrence of hits and flops, a new
agent-based model for innovation diffusion is introduced. This model departs from existing percolation
models by using more realistic agents (both individual preferences and social influence) and more realistic
networks (scale free with cost constraints). Furthermore, it allows consumers to weight the links they have,
and it allows links to be directional. In this way this agent-based model tests the effect of VIPs who can have
a relatively large impact on many consumers. Results indicate that markets with high social influence are
more uncertain concerning the final success of the innovation and that it is more difficult for the innovation
to take off. As consumers affect each other to adopt or not at the beginning of the diffusion, the new product
has more difficulties to reach the critical mass that is necessary for the product to take off. In addition,
results of the simulation experiments show under which conditions highly connected agents (VIPs)
determine the final diffusion of the innovation. Although hubs are present in almost any network of
consumers, their roles and their effects in different markets can be very different. Using a scale-free network
with a cut-off parameter for the maximum number of connections a hub can have, the simulation results
show that when hubs have limits to the maximum number of connections the innovation diffusion is
severely hampered, and it becomes much more uncertain. However, it is found that the effect of VIPs on the
diffusion curve is often overestimated. In fact when the influence of VIPs on the decision making of the
consumers is strengthened compared with the influence of normal friends, the diffusion of the innovation is
not substantially facilitated. It can be concluded that the importance of VIPs resides in their capacity to
inform many consumers and not in a stronger persuasive power.
Dewald U, Truffer B (2010) Market Formation in Technological Innovation SystemsDiffusion of
Photovoltaic Applications in Germany. Industry and Innovation 18:285-300 The technological innovation
systems (TIS) literature has focused strongly on actors, networks and institutions in early development
phases of specific technologies. Structures and processes concerned with setting up and developing end-user
markets have gained much less attention. Especially in maturing innovation systems, such market-related
structures play a decisive role for the long-term success of innovations. The present paper proposes a
conceptual framework for analyzing TIS substructures oriented at specific end-user markets. We apply this
framework to the creation and maturation of different market segments for photovoltaic applications in
Germany. The paper concludes by outlining implications of a more differentiated conceptualization of
market processes for TIS research.
di Benedetto A (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory
development?' Technovation 30:557-557
Di Benedetto CA (2010) From the Editor. Journal of Product Innovation Management 27:936-936
Di Benedetto CA (2010) Special Issue from the PDMA and EIASM International Research Conference on
New Product Development, Twente, The Netherlands, June 2009. Journal of Product Innovation
Management 27:784-784
Di Benedetto CA (2010) Untitled. Journal of Product Innovation Management 27:624-624
Di Benedetto CA (2010) Untitled. Journal of Product Innovation Management 27:142-142
Di Benedetto CA (2010) Special Issue on Branding and New Product Development. Journal of Product
Innovation Management 27:2-2
Doh S, Acs ZJ (2010) Innovation and Social Capital: A Cross-Country Investigation. Industry and
Innovation 17:241-262
This study explores the impact of social capital on innovation by constructing a
more general measure of social capital, which consists of generalized and institutional trust, associational
activities and civic norms. We test the hypothesis that social capital has a positive impact on innovation at
the national level. After controlling for research and development expenditure and human capital, we find
that there is a positive relationship between social capital and innovation. Social capital interacts with
entrepreneurship; the strongest relationship is between associated activities and entrepreneurship. This study
supports the need to build strong social relationships in today's networked economy.
Donofrio N (2010) Exact Change. Research-Technology Management 53:12-17 In the new economy, the
playing field is flatter and faster Success in any field in industry, in education, in politics now requires
actively seeking out change and embracing it. Successful leaders in today's world know that change is
always coming, so they don't wait for it. They look for it and capitalize on it.
Droge C, Stanko MA, Pollitte WA (2010) Lead Users and Early Adopters on the Web: The Role of New
Technology Product Blogs. Journal of Product Innovation Management 27:66-82
Lead users and early
adopters are often blogging or reading and commenting on blogs. Blogs, which are characterized by
postings, links, and readers' comments, create a virtual "community'' of blogger and readers. Members selfselect, and then the community gels around a theme or idea, product, industry, hobby, or any other subject.
While community creation is one chief function of blogs, the information-sharing, entertainment, or self-or
value-expressive functions are also important. Thus, new product development (NPD) managers can glean a
great deal of information about what these audiences are thinking. The significance of blogging to NPD
managers also lies in the shift of focus from being separate from to being immersed in these communities.
Immersion enhances the potential of close relationships, sharing experiences, and co-creating value with
blogging communities through innovation. The focus of the study is on the roles of blogs in new product
development, and an exploratory content analysis of new technology product blog postings is described. The
goal was to examine what blogs actually say (and don't say) and to classify content based on the core
elements of the marketing mix: product (including attributes and service aspects); price (including price
comparisons); channel; and promotion. The bulk of the content was in the product category: for example,
features (mentioned by 87.14%); overall evaluations (52.86%); performance (28.57%); compatibility
(27.14%); ease of use (20%); and style (17.14%). About half discussed price, and about half discussed some
channel aspect. The content is analyzed in detail, and implications for NPD mangers are discussed. People
voluntarily join new product blogging communities, and if the manager of that product is not "present'' (at
least as an observer of this "straw poll'') an entire new product marketing agenda can be set by the
community. Implicitly or explicitly, blogs can position the value proposition of the product in a prime target
audience's mind. Such positioning could be advantageous or catastrophic as far as the NPD manager is
concerned.
du Chatenier E, Verstegen J, Biemans HJA, Mulder M, Omta O (2010) Identification of competencies for
professionals in open innovation teams. R & D Management 40:271-280
In the open innovation
management literature, it is widely acknowledged that individuals play a crucial role in collaborative
knowledge creation processes. However, the literature tends not to explore the human side of open
innovation teams. The present article therefore examines the competencies that professionals need for
working in open innovation teams (specific but not necessarily unique to open innovation) and to cope with
the challenges they face. A qualitative study consisting of explorative interviews and focus group
discussions was conducted, resulting in a competence profile for open innovation professionals. The profile
adds a new perspective to the field of open innovation management by focusing on how individuals involved
in open innovation teams can enhance open innovation success. It reveals, among other things, how
professionals can generate new knowledge, build trust, and deal with low reciprocal commitment in open
innovation teams. Especially, brokering solutions and being socially competent seem to be important for
open innovation professionals. Companies should focus on these competencies when supporting their
professionals in open innovation teams.
Durisin B, Calabretta G, Parmeggiani V (2010) The Intellectual Structure of Product Innovation Research: A
Bibliometric Study of the Journal of Product Innovation Management, 1984-2004. Journal of Product
Innovation Management 27:437-451 Product innovation research has matured substantially in the last two
decades. A great deal of knowledge has been produced on various aspects of the discipline, so it is of
interest to assess the state of the art the scientific community has reached in this discipline and the route it
has taken. This perspective is investigated through a bibliometric study of the Journal of Product Innovation
Management (JPIM), arguably the most important specialized journal on this topic. The work reviews all
journal paper contributions in JPIM from 1984 to 2004 in determined time frames, assesses the citations
contained in these papers, identifies how the citations are related to the various topics of production
innovation research (topic-related citation variety, topic-related citation consistency, variation in topicrelated citation pattern), and offers a retrospective examination of the evolution of the field. The overall
analysis of citations shows that most papers in JPIM cite at least one of the top 50 works identified by this
study. This testifies to the strong impact of the most influential works on the intellectual structure of product
innovation research. The observed citation pattern suggests that the top 50 papers gained influence in
product innovation research either because they represent a relevant contribution on a fundamental topic that
already has been authoritatively studied or because they investigate in a relevant manner a new topic. The
paper suggests that JPIM might benefit in its aim to consolidate its position as one of the top academic
business journals if published papers increasingly drew on the most influential works to inform their
research design and explicitly stated the theoretical underpinnings they draw on in their research design.
Overall, the analysis of the subperiods (1984-1988, 1989-1993, 1994-1998, and 1999-2004) provides
evidence for the maturation of new product innovation research. Books covering a wide range of topics are
replaced by journal papers addressing a specific topic; over time, specific topics emerge and become
influential for the discipline's intellectual structure; papers published in JPIM augment their methodological
rigor and increasingly address contingency factors. The paper also notes that obtaining relevance for JPIM
authors constitutes a necessary condition for being considered by management researchers at large as an
influential contribution to product innovation research.
Eager A (2010) Designing a Best-in-Class Innovation Scorecard. Research-Technology Management 53:1113
Emery B (2010) Innovation in Commercial Aircraft: the 787 Dreamliner Cabin. Research-Technology
Management 53:24-29
The Boeing 787 Dreamliner is revolutionizing the passenger travel experience
with radical innovations in the airplane interior These innovations are the direct result of an unprecedented
focus on airplane passengers during the design research phase, rather than relying mainly on information and
guidance from airlines. Blake Emery describes the unprecedented passenger research that led to the
development of the innovative interior, explains the findings from this research, and highlights some of the
key innovations in the 787 passenger cabin. The article concludes with a discussion of lessons learned and
important reminders for those engaged in the process of innovation.
Enkel E, Gassmann O (2010) Creative imitation: exploring the case of cross-industry innovation. R & D
Management 40:256-270 In cross-industry innovation, already existing solutions from other industries are
creatively imitated and retranslated to meet the needs of the company's current market or products. Such
solutions can be technologies, patents, specific knowledge, capabilities, business processes, general
principles, or whole business models. Innovations systematically created in a cross-industry context are a
new phenomenon for theory and practice in respect of an open innovation approach. While the cognitive
distance between the acquired knowledge and the problem to be solved was regarded as a counterproductive
factor in older research, recent theory regards it as positively related to innovation performance. Following
the latest theory, we examine 25 cross-industry cases to ascertain cognitive distance's influence on
innovation performance. Our study reveals that there is no direct correlation between a higher or a closer
distance and a more explorative or exploitative outcome.
Euchner JA (2010) 2010 Iri Cto Forum. Research-Technology Management 53:64-65
Euchner JA (2010) R&D in Transition. Research-Technology Management 53:9-10
Euchner JA (2010) The Limits of Crowds. Research-Technology Management 53:7-8
Euchner JA (2010) Two Flavors of Open Innovation. Research-Technology Management 53:7-8
Euchner JA (2010) Managing Strategy and Innovation. Research-Technology Management 53:7-7
Euchner JA (2010) Managing Design and Technology. Research-Technology Management 53:11-11
Euchner JA (2010) Managing in Turbulent Times. Research-Technology Management 53:9-10
Faems D, de Visser M, Andries P, Van Looy B (2010) Technology Alliance Portfolios and Financial
Performance: Value-Enhancing and Cost-Increasing Effects of Open Innovation. Journal of Product
Innovation Management 27:785-796
Firms increasingly adopt an open innovation model in which they
rely on technology alliances to complement and supplement their internal innovation efforts. Although
previous studies provide in-depth insight into the impact of technology alliances on the innovation
performance, they remain relatively silent on how technology alliances eventually influence the financial
performance of the firm. The purpose of this paper is to develop and test a conceptual framework that
disentangles both the value-enhancing and cost-increasing effects of technology alliances on financial
performance. The model was tested with a sample of 305 Belgian manufacturing firms. Combining data
from the Belgian Community Information Survey (CIS IV) database and the BELFIRST database, structural
equation analyses were conducted on the connection among technology alliance portfolio diversity, product
innovation performance, and financial performance. This study's data provide empirical confirmation for the
assumption of existing research that technology alliance portfolio diversity has an indirect positive impact
on financial performance via increased product innovation performance. However, a direct cost-increasing
effect of technology alliance portfolio diversity on financial performance is observed. Moreover, the
structural equation analyses suggest that, in the short-term, the direct cost-increasing effect of technology
alliance portfolio diversity exceeds the indirect value-generating effect of technology alliances. These
findings contribute to the current research on open innovation in two important ways. First, these results
support the open innovation model by illuminating the interconnectedness between internal and external
innovation strategies. In particular, technology alliance portfolio diversity has a positive impact on internal
innovation efforts, which increases product innovation performance. Second, the findings complement the
focus of existing open innovation research on the value-generating properties of technology alliances,
directing attention to the cost-increasing effects of such collaborative strategies. On a managerial level, these
findings suggest that, when making technology alliance decisions, managers not only should consider the
potential benefits of such collaborative strategies but also should take into account the additional costs of
intensifying the technology alliance portfolio.
Fernandez P, Del Rio ML, Varela J, Bande B (2010) Relationships among functional units and new product
performance: The moderating effect of technological turbulence. Technovation 30:310-321 Though there
has been plenty of research into new product success factors, only a few studies have tried to analyse
whether these factors are important in different settings. In this study, we propose and test a model that links
physical proximity among functional units, presence of product champions, cross-functional harmony, and
new product program performance. The moderating effects of perceived technological turbulence on
relationships between new product performance and its antecedents are also tested. Our results, obtained
from 151 managers working for Spanish firms with a R&D department, confirm the different impact of
these factors on the three measures of performance considered and also on two groups of organizations, the
ones that perceive high technological turbulence and the ones that perceive low technological turbulence.
Ferru M (2010) Formation Process and Geography of Science-Industry Partnerships: The Case of the
University of Poitiers. Industry and Innovation 17:531-549 This paper tries to elicit new explanations into
the geography of collaborations between science and industry by focusing on how they are initially set up.
Two determining factors could influence this: constraints linked to the search for complementary resources
and possibilities to connect with partners. An empirical study on collaborations established by several
laboratories of the University of Poitiers with companies confirms this hypothesis. Searching for specific
resources means fewer potential partners are available and explains the small number of local collaborations
and the high number of partnerships with certain regions. However, these constraints alone do not suffice to
determine the spatial scale of such collaborations. Analysing how connections are established particularly
reveals that partners generally prefer to renew collaborations rather than initiate new ones. This leads to the
existing geography of partnerships being reinforced.
Fevolden AM, Gronning T (2010) Combining Innovation and Capacity Utilization in High Throughput
Systems: Moving Beyond the Product Life Cycle Model by Introducing Second-Order Innovations. Industry
and Innovation 17:609-628
The literature on the product life cycle and on high throughput systems has
been preoccupied with studying an apparent lack of flexibility in capital-intensive production systems.
Companies in capital-intensive industries need to maintain a high level of capacity utilization in order to stay
economically viable, however, their efforts to uphold the throughput of their systems often have the
unforeseen and unintended consequence of limiting their ability to introduce new products and services.
Nevertheless, some companies have managed to resolve these tensions by introducing what we describe as
osecond-order innovationso, a type of innovation which acts on the innovation process itself and enables
new products and services to be introduced without a steep decline in capacity utilization. By focusing on
these cases and discussing their theoretical implications, we want to contribute to the existing literature on
high throughput systems by identifying key mechanisms for introducing and maintaining such second-order
innovations and describing the patterns of industrial evolution that they create.
Figueiredo P (2010) Innovation Tournaments: Creating and Selecting Exceptional Opportunities. Journal of
Product Innovation Management 27:620-622
Fiori J, Sand D (2010) Questions and Answers from Iri's Members. Research-Technology Management
53:66-66
Foden J, Berends H (2010) Technology Management at Rolls-Royce. Research-Technology Management
53:33-42
OVERVIEW: Technology management tools, such as technology roadmapping, have received
significant attention in Rolls-Royce and other manufacturing organizations. Yet, these tools have often been
treated and used in isolation. Organizations that consider implementing such practices should employ an
integrated framework to ensure timely technology investment decisions and capability development. To
achieve integration, organizations need to consider the ownership, data and timing of each of the tools across
the different framework stages and the technology life cycle. This will maximize the effectiveness of
technology management practices so that they truly add value.
Ford S, Garnsey E, Probert D (2010) Evolving corporate entrepreneurship strategy: technology incubation at
Philips. R & D Management 40:81-90
Established firms tend to pursue incremental innovation by
modifying and refining their existing products and processes rather than developing radical innovations. In
the face of resistance to change and incumbent inertia, which prevent the generation of novelty, established
firms have turned towards corporate entrepreneurship as a means of exploiting knowledge accumulated
within its own boundaries and exploring external markets. This paper focuses on one mode of corporate
entrepreneurship, corporate incubation, informed by a study of a Technology Incubator at Philips. An
account of the history of the incubator traces its progress from its inception in 2002-2006 when further
incubators were formed, building on this experience and focusing on lifestyle and healthcare technologies.
We identify ways in which the Philips incubator represents an alternative selection environment that
effectively simulated the venture capitalist model of entrepreneurial innovation.
Foster J (2010) Productivity, creative destruction and innovation policy: Some implications from the
Australian experience. Innovation-Management Policy & Practice 12:355-368
It is argued that a
Schumpeterian evolutionary economic perspective offers a better understanding of the determinants of
economic growth and its tendency to fluctuate. Consistent with Schumpeter's view, entrepreneurship is
identified as the key driver of economic growth. But in complex, ever changing economic systems,
entrepreneurs cannot optimise in manner presumed in conventional economics because of the uncertainty
that they face. Thus, they are, necessarily, involved in a process of 'creative destruction' where failing
entrepreneurs are just as important as successful ones. The recent global crisis is viewed within the 'long
wave' perspective that Schumpeter adopted in relation to entrepreneurially-driven growth. Six key elements
are viewed as necessary for an economy to escape from a long wave recession and a range of policy
priorities are identified that can promote the necessary entrepreneurship and innovation. This discussion is
set in the context of developments in Australian innovation policy since 2007.
Franke N, Schreier M (2010) Why Customers Value Self-Designed Products: The Importance of Process
Effort and Enjoyment. Journal of Product Innovation Management 27:1020-1031
This study analyzes
which factors prompt customers to attribute value to products they design themselves using masscustomization (MC) toolkits. The assumption that self-design delivers superior customer value is
fundamental to the concept of MC toolkits and can be found in almost any conceptual work in this field.
However, spectacular failures reinforce the practical relevance of developing a deeper understanding of why
and when MC toolkits generate value for customers-and when they do not. Research to date has assumed
that the closer fit between the self-designed product's characteristics and the preferences of the customer is
the dominant source of value. In this research, it is asked whether the enjoyment and perceived effort of the
self-design process have an additional impact on the perceived value of self-designed products. This
question is interesting because one could argue that a rational actor would hardly be willing to pay ex post
for an economic good already consumed. The hypotheses are tested on 186 participants designing their own
scarves with an MC toolkit. After completing the process, they submitted binding bids for "their" products in
Vickrey auctions. Therefore, real buying behavior, not merely stated intentions, is observed. The present
study finds that the subjective value of a self-designed product (i.e., one's bid in the course of the auction) is
indeed impacted not only by the preference fit the customer expects it to deliver but also by (1) the process
enjoyment the customer reports, (2) the interaction of preference fit and process enjoyment, and (3) the
interaction of preference fit and perceived process effort. In addition to its main effect, preference fit can be
interpreted as a moderator of the value-generating effect of process evaluation: in cases where the outcome
of the process is perceived as positive (high preference fit), the customer also interprets process effort as a
positive accomplishment, and this positive effect adds (further) value to the product. It appears that the
perception of the self-design process as a good or bad experience is partly constructed on the basis of the
outcome of the process. In the opposite case (low preference fit), effort creates a negative effect that further
reduces the subjective value of the product. Likewise, process enjoyment is amplified by preference fit,
although enjoyment also has a significant main effect, which means that regardless of the outcome,
customers attribute higher value to a self-designed product if they enjoy the process. In a way, this effect
resembles of the classic story of Tom Sawyer and the fence, in which Tom manages to "frame" the tedious
chore of whitewashing a fence as a rare opportunity-thus persuading his friends to pay him for letting them
work. Manufacturers designing an MC system therefore are advised to designing MC toolkits in a way that
they elicit positive affective reactions that make their customers value their work.
Fu WY, Diez JR (2010) Knowledge Spillover and Technological Upgrading The Case of Guangdong
Province, China. Asian Journal of Technology Innovation 18:187-217
This paper aims to analyze the
impact of knowledge spillovers through international channels namely foreign direct investment and trade
on technological upgrading in Guangdong province China We utilize panel data on Guangdong s 21
municipalities for the period 2000-2008 The results prove that external knowledge spillovers effectively
trigger local scale knowledge spillovers in latecomer regions which mainly take place within industries The
paper also demonstrates that the impact of external knowledge spillovers is closely related to the investment
stock degree of embeddedness and absorptive ability of local firms and thus differs across development
phases In the end this paper asserts the need for future studies to explore the microeconomic aspects of firm
level technological upgrading
Funk JL (2010) Complexity, Critical Mass and Industry Formation: A Comparison of Selected Industries.
Industry and Innovation 17:511-530
This paper uses a typology of industries to summarize and contrast
the challenges involved with industry formation and to examine why specific industries were formed in
some countries before other ones. The formation of most new industries depends on the introduction of
products that provide a superior ovalue propositiono to some set of users where their introduction requires
new RD-related capabilities in firms. However, industries whose products require a critical mass of users or
complementary products for growth to continue and ones that involve complex systems face additional
challenges.
Gallie EP, Roux P (2010) Forms and Determinants of R & D Collaborations: Evidence Based on French
Data. Industry and Innovation 17:551-576
The literature on RD collaboration highlights a broad set of
rationales for allying with other organizations. At the same time, it has been reported that there exists a large
variety of forms of collaboration. Nevertheless, the relation between the motives to collaborate and the
different forms of collaboration has not been examined. In this paper, we attempt to fill this gap by
highlighting and explaining the heterogeneity in the forms of collaboration as a result of several
interdependent simultaneous choices. Using a sample of more than 3,000 RD collaborations, a typology of
their characteristics allows us to distinguish five discrete forms of collaboration. Then using a multinomial
logit estimation, we show how the forms of collaboration vary according to the firms' attributes (size, RD
internal effort, group membership), market and objectives pursued. We also obtain new results on the effects
of incoming spillovers as well as appropriability conditions.
Gambarotto F, Cammozzo A (2010) Dreams of silence: Employee voice and innovation in a public sector
community of practice. Innovation-Management Policy & Practice 12:166-179 Employee silence plays a
crucial role in the evolution of public services because it stops communication, opportunities to modify
routines and knowledge sharing. The case study presented in this paper highlights employee silence as
outcome of a bottom-up innovation introduced into the University of Padova. Using a questionnaire, we
collected information about silence and voice to an ICT community of practice. The results are that silence
due to fear of top management is less important than silence due to fear of sharing knowledge and
information among colleagues. We conclude by suggesting innovation adoption difficulties in public
services not only as a management deficit, but also as a governance problem.
Gassmann O, Enkel E, Chesbrough H (2010) The future of open innovation. R & D Management 40:213221
Institutional openness is becoming increasingly popular in practice and academia: open innovation,
open R&D and open business models. Our special issue builds on the concepts, underlying assumptions and
implications discussed in two previous R&D Management special issues (2006, 2009). This overview
indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of
the recent evidence that has come to light about open innovation, in theory and in practice.
Gaughan M, Corley EA (2010) Science faculty at US research universities: The impacts of university
research center-affiliation and gender on industrial activities. Technovation 30:215-222 Academics work
in increasingly complex institutional environments. Universities become more engaged with commercial
activities at the same time that they generate new internal structures to manage research activities. Faculty
members are the principal agents through which these interactions develop and mature. How these
institutions and industrial arrangements affect faculty career management continues to be investigated in
recent work. We use scientific and technical human capital theory to test the hypothesis that university
research center-affiliation helps to facilitate valuable industrial involvement by university professors. We are
particularly interested in how gender may moderate the effects of university research center-affiliation on
industrial activities. We study tenure-track academic scientists and engineers in US research universities to
find that affiliation with a university research center increases the industrial involvement of both men and
women. We conclude that the development of university research centers has resulted in a new basis of
institutional stratification among professors, with affiliates engaging in more industrial activities than their
exclusively department-based peers. Although university research center-affiliation advantages both men
and women, male university research center-affiliates enjoy a slightly greater advantage than female centeraffiliates in their industrial involvement.
Gee S, McMeekin A (2010) Eco-Innovation Systems and Problem Sequences: The Contrasting Cases of US
and Brazilian Biofuels. Industry and Innovation 18:301-315
This paper discusses the re-emergence of
biofuel innovation systems in the USA and Brazil. We develop a view of eco-innovation systems as
emerging and evolving to solve ecological problems. We then consider the role of the State as a core actor in
the mobilization of innovation systems and discuss how specific institutional arrangements, political
contexts and technological competencies influence how problems are framed. We argue that the way
ecological problems are framed and articulated has a significant impact on the direction and momentum of
system evolution. Finally, we draw attention to the dynamic and evolving characteristics of eco-innovation
systems that result from recurrent re-specifications of the problem in focus, as partial solutions emerge and
as the political and economic dimensions are reframed.
Gehringer A (2010) Pecuniary Knowledge Externalities across European Countries - Are there Leading
Sectors? Industry and Innovation 18:415-436
This paper investigates empirically the occurrence of
pecuniary knowledge externalities at the sector level across European economies. The main results suggest
that, although some sectors can be considered as playing a particularly important role as a source of
pecuniary knowledge externalities in the majority of examined countries, there exist significant national
differences in the occurrence of these effects. Moreover, such external effects influence the dynamics of
total factor productivity in downstream sectors and appear as a relevant source of growth in modern
economies. As such, the concept of pecuniary knowledge externalities, as opposed to pure knowledge
externalities postulated in the new growth theory, provides a new understanding of the growth process.
Germeraad P (2010) Integration of Intellectual Property Strategy with Innovation Strategy. ResearchTechnology Management 53:10-18
OVERVIEW: One way of assessing the business value of an
invention is to consider the patent's role in the company's overall innovation strategy A study of over 100
companies' patent portfolios and practices revealed that the structure of successful patent portfolios is
closely connected to particular innovation strategies. Best practices to manage innovation and create
intellectual property vary by time-to-prototype and time-to-market; unsurprisingly, practices for managing
and leveraging IP vary along the same axes. The matrix of factors created by overlaying IP attributes on
innovation strategies can be used by company patent committees and R&D managers to guide decisions
about whether, how, and where to protect new technologies.
Gillier T, Piat G, Roussel B, Truchot P (2010) Managing Innovation Fields in a Cross-Industry Exploratory
Partnership with C-K Design Theory. Journal of Product Innovation Management 27:883-896
For a few
decades now, firms have had to innovate in cooperation with other organizations. According to the literature
on co-innovation, a new form of innovation partnership is now emerging: the exploratory partnership. This
type of partnership is the most often established in the early stages of the design process and faces high
levels of uncertainty and instability. This paper deals with a strategic design tool, OPERA, based on a recent
general design theory named C-K theory. That theory models design reasoning by suggesting a fundamental
distinction between concepts (propositions about novel objects) and knowledge (propositions about known
objects). According to the theory, the interaction and co-evolution of concepts and knowledge is the main
engine through which design progresses. The paper proposes to extend that theory to understand and to act
in innovation community context. OPERA enables power holders and design teams to drive innovation
projects by providing them with an overview of explored and unexplored concepts and of the activation and
production of skills and knowledge. This cartographic system was tested by MINATEC IDEAs Laboratory,
a Cross-Industry Exploratory Partnership, over a 15-month period. The innovative platform is composed of
partners from different sectors (e.g., energy, technology research center, sports, telecommunications) and
aims to build innovative projects and to devise new products and services based on micronanotechnologies.
Facing such diversities, actors of MINATEC IDEAs Laboratory used OPERA to see how each project is
progressing, the contribution of each project to the global exploration process, and the complementarities
between the projects. Such representations enable the committee to identify the main value of a project, any
knowledge gaps and the synergies between projects. From a collective point of view, OPERA permits to
MINATEC IDEAs Laboratory's members to indicate their favorite concepts and knowledge areas and to
estimate converging and diverging interests.
Gilsing VA, van Burg E, Romme AGL (2010) Policy principles for the creation and success of corporate
and academic spin-offs. Technovation 30:12-23 Following a design science approach, this paper develops
a framework of policy design principles for fostering technology entrepreneurship in a region. These
principles are grounded in research findings and describe the factors and causal mechanisms that explain the
founding and success rates of both corporate and academic spin-offs. We differentiate between principles
that serve the creation of spinoffs versus those focusing on their subsequent chances of success. We provide
an in-depth empirical application of this framework to spin-off policy in the regions of Eindhoven and
Leuven. This application of the framework serves to assess the extent to which standing spin-off policy in
both regions is (1) up-to-date, (2) comprehensive as well as (3) sufficiently robust against 'policy fashions'.
Several directions for redesigning spin-off policy follow from this assessment.
Glynn MA, Kazanjian R, Drazin R (2010) Fostering Innovation in Complex Product Development Settings:
The Role of Team Member Identity and Interteam Interdependence. Journal of Product Innovation
Management 27:1082-1095 Much of the existing research on innovation has concentrated on the study of
individuals in small group settings. However, projects marked by multiple teams, high task interdependence,
long duration, and large scale have become increasingly common in practice. Very little is known about how
extant research findings related to innovation may generalize to such complex settings. Taking a multilevel
theoretical approach, individuals' propensity to innovate is hypothesized as the product of individuals'
relationship with their work team (team member identification) and their team's relationship to other teams
within the organizational system (interteam interdependence). A large, diversified manufacturing firm
engaged in a multibillion dollar project that involved the development of a technologically intense, highly
innovative, new product served as the research site. Based on archival and survey data (n=118), five
hypotheses were tested. The findings indicate that individuals' strong team identification and their
perceptions of high interteam interdependence each had positive main effects on individuals' intentions to
innovate. However, these two variables also interacted negatively to significantly decrease innovation
intentions. Therefore, high identification with team may lead individuals to view interdependence with
another team as a threat deflecting attention from innovation. The finding related to the role of identity,
although consistent with work linking identity to other team behaviors, usefully broadens the reach of
identification theories to demonstrate their impact on innovation. Additionally, this study is the first to
demonstrate the impact of interteam interdependence on innovation. The alternative operationalizations of
interdependence used in this paper highlight the fact that it must be strongly perceived and experienced by
individuals to affect their innovation attitudes. The findings of this study also have implications for
managerial practice in complex project settings. Since team identification has a direct effect on innovation,
managers might employ strategies related to the creation of social bonds to complement task related
connections among team members. Further, managers should configure staffing and incentive mechanisms
to reinforce team identification. Finally, the results suggest that managers need to carefully attend to
individuals' perceptions of each team's interdependence with other teams. Although perceptual
interdependence can be an enabler of innovation, it can also be a disabler, through its interaction with team
identification. Recognizing this potential for negative effects, managers might emphasize the benefits that
can come from cooperating across teams, thus encouraging team members to identify not only at the team
level but at the overall project level as well. Such actions might deflect negative identity threats that can
derail positive innovation intentions.
Gobble MM (2010) Industry-Defined Fundamental Research: Creating an Agenda for Basic Research.
Research-Technology Management 53:55-62
The Industry-Defined Fundamental Research program is
designed to bring together industrial and academic researchers to develop basic science in areas important
for the success of American industry In September 2009, the National Science Foundation awarded $1.2
million to And a pilot of the program. With those funds, the Industrial Research Institute has identified key
areas of concern and solicited white papers in those areas; the white papers outline how further awards could
be used to develop basic science around central questions in the fields of coatings and adhesives, materials
interfaces, renewable energy. renewable feedstocks, and nanotechnology.
Gobble MM, Blau J (2010) European Telecoms Embrace Collaborative Innovation. Research-Technology
Management 53:2-3
Gobble MM, Gwynne P (2010) Google's Experience Raises Doubts About High-Tech Business in China.
Research-Technology Management 53:2-3
Gobbo JA, Olsson A (2010) The transformation between exploration and exploitation applied to inventors of
packaging innovations. Technovation 30:322-331 While the inventor is often the driver of an invention in
the early stages, he/she needs to move between different social networks for knowledge in order to create
and capture value. The main objective of this research is to propose a literature-based framework based on
innovation network theory and complemented with C-K theory, in order to analyze the invention/innovation
process of inventors and the product concepts in a packaging industry context. Empirical input from three
case studies of packaging inventions and their inventors is used to elaborate the suggested framework. The
article identifies important gaps in the literature of innovation networks. This is addressed through a
theoretical framework based on network theories, complemented with C-K theory for the product design
level. The strength-of-ties dimension of the theoretical framework suggests, in agreement with the
mainstream literature and the cases presented, that weak ties are required to access the knowledge related to
exploration networks and strong ties are required to utilize the knowledge in the exploitation network. The
transformation network is an intermediate step acting as a bridge where entrepreneurs can find required
knowledge. The transformation network is also an intermediate step where entrepreneurs find financing and
companies interested in commercializing inventions.
Goetze C (2010) An empirical enquiry into co-patent networks and their stars: The case of cardiac
pacemaker technology. Technovation 30:436-446 Scientific research concerning R&D staff structures has
already been based on networks as they are mapped by co-patent data. The present paper combines the
method of patent analysis with network analysis techniques and shows by means of a patent sample from
cardiac pacemaker technology, that the different communication functions a star inventor accomplishes in
their network are mirrored not only by quantity, but also by quality of patents. The mere patent quantity has
a significant positive impact on the size of an inventors' personal network and the number of inventors they
can directly pass information to. But more importantly, there is significant empirical evidence that high
technical specialisation has a positive impact on an inventor's potential to mediate between others as well as
on the efficacy to reach them on short notice. For the latter, likewise the number of citations received is a
positive predictor. Thus, we characterise stars as industrious, well-known technical specialists and contradict
the general assumption that generalists would be the ideal gatekeeper in an R&D network.
Goffin K, Koners U, Baxter D, van der Hoven C (2010) Managing Lessons Learned and Tacit Knowledge in
New Product Development. Research-Technology Management 53:39-51
Every new product
development (NPD) team learns a unique set of lessons in solving the many problems that arise in a typical
project, and it is important to ensure that these lessons are shared. Since much of the learning is tacit in
nature, it is difficult to articulate, to capture, and to disseminate. Therefore, managers face a challenge in
trying to stimulate project-to-project learning. Many companies hold post-project reviews (PPRs)-meetings
at the end of projects to determine the lessons learned and document them for the future. However
discussing a project, noting down the lessons learned, and entering them into a database is not sufficient.
Our research at five leading German companies shows' that written reports fail to convey much of the key
learning from NPD teams and so managers need to focus on stimulating individual learning and running
PPRs in specific ways to generate and transfer tacit knowledge. Managers also need to integrate PPRs with
other mechanisms, such as mentoring schemes and knowledge brokering, to stimulate the flow of lessons
learned and tacit knowledge.
Goffin K, Micheli P (2010) Maximizing the Value of Industrial Design in New Product Development.
Research-Technology Management 53:29-37 Industrial design is essential fur the creation of products that
satisfy user needs and aspirations and can be differentiated from the competition. However, most companies
fail to reap the full benefits of design. This is often due to cultural and language barriers, between design and
other functional areas, and barriers to the introduction of industrial design into new-product development
(NPD) process. In this paper we show how designers and NPD managers have different perceptions of
"good" design and the ways to achieve it. We also illustrate the challenges in attempting to introduce
industrial design into a structured NPD approach. It is by identifying and tackling these issues that managers
can exploit the full potential of design, thus making their companies more innovative and competitive.
Govindarajan V, Euchner J (2010) Making Strategic Innovation Work: an Interview with Vijay
Govindarajan. Research-Technology Management 53:15-20
Graf H, Kruger JJ (2010) The Performance of Gatekeepers in Innovator Networks. Industry and Innovation
18:69-88
We investigate the impact of actors' positions within regional innovator networks on their
innovative performance. The networks of four selected regions are based on information on patent
applicants and inventors. Count data regressions show positive effects on innovation of both the total
number of relations and of access to a larger knowledge base. However, when looking at innovators that are
characterised by multiple internal and external contacts, our results suggest that these gatekeepers are not
able to reap all the benefits associated with their brokering position. This implies that gatekeepers exert
external effects on the innovation system.
Griffiths W, Webster E (2010) What governs firm-level R&D: Internal or external factors? Technovation
30:471-481 Two parallel streams of research investigating the determinants of corporate R&D exist: one
from economics and the other from management. The economists' variables tend to reflect the firm's
external environment while the explanatory variables used by management scientists are commonly internal
to the firm. This paper combines both approaches to test for the relative importance of each type of factor
using firm-level data on large Australian companies from 1990 to 2005. Our evidence suggests that most of
a firm's R&D activity can be explained by time-invariant factors which we believe relate to internal and
specific characteristics such as the firm's managerial dimensions, competitive strategy and how it
communicates with employees. Of the remaining time-varying portion, we find that past profits, the rate of
growth of the industry and the level of R&D activity over the firm's industry is pertinent. These results are
suggestive since we cannot clearly identify the extent to which the firm's internal behaviour is conditioned
by its external environment.
Grimaldi R, Mattarelli E, Prencipe A, Von Zedtwitz M (2010) Offshoring of Intangibles: Organizational and
Strategic Issues. Industry and Innovation 17:331-336
Groen AJ, Linton JD (2010) Is open innovation a field of study or a communication barrier to theory
development? Technovation 30:554-554
Grubstein P, Euchner J (2010) Cleantech Innovation: an Interview with Peter Grubstein. ResearchTechnology Management 53:41-46
Guan JC, Chen KH (2010) Measuring the innovation production process: A cross-region empirical study of
China's high-tech innovations. Technovation 30:348-358 Analyzing and measuring the innovation process
from a quantitative perspective is needed for policy making, which can help in grasping and controlling the
performance of innovations. There has been little literature to deal with it from a systemic perspective. In
this study, a novel measurement framework for the typical innovation production process (IPP) is
constructed from the system perspective associated with a relational network data envelopment analysis. It
provides systematic and simultaneous efficiency measures for the overall process and internal sub-processes,
i.e., upstream R&D process and downstream commercialization process. For confirming our measurement
framework, we apply it to a cross-region empirical study of China's high-tech innovations. The empirical
innovation measurement provides in-depth evidences of China's high-tech innovations inefficiency, and
some policy recommendations are developed.
Guo Y, Huang L, Porter AL (2010) The research profiling method applied to nano-enhanced, thin-film solar
cells. R & D Management 40:195-208
Nanotechnology-enhanced thin-film solar cells constitute
promising solar energy solutions and an important emerging application of nanotechnology. This paper
profiles the research patterns via 'tech mining' to capture key technological attributes, leading actors and
networks. We compare the leading countries, and key organizations, in terms of R&D quantity, impact and
diversity. We find that India is a leader in this field, which is a little surprising. India and China show strong
trends of relative increase in both research activity and impact. One German organization appears as
especially productive and the central node in Germany's research network, which contrasts with the diffused
network of the United States. International collaboration patterns also vary, with China particularly showing
much less international cooperation than others. Some countries appear to share interests, but they do not
show much cooperation - e.g., China with Japan. Research profiling, as illustrated here, can help an R&D
manager or policy-maker locate one's intended research activity among existing endeavors, to determine
how attractive the opportunities are. Such depictions can also help identify collaboration opportunities and
potentially attractive partners.
Gurdon MA, Samsom KJ (2010) A longitudinal study of success and failure among scientist-started
ventures. Technovation 30:207-214 We present the results from follow-up interviews in 2001 of scientists
first studied in 1989 who had commercialized their inventions. Eleven of the original participating ventures
had survived while six had failed outright. An effective combination of management team processes and
access to capital was observed among the successful ventures. Additionally, personal motives expressed by
scientists in 1989, especially the single-minded focus on financial outcomes, appear correlated with ultimate
success. Those who failed experienced a more intense conflict between business and science values. Most of
the latter did not repeat the experience whereas many of their commercially successful peers pursued further
ventures.
Gwynne P (2010) Building R&D Capability: China's Cultural Evolution. Research-Technology
Management 53:2-3
Gwynne P (2010) GE Seeks Green By Going Green. Research-Technology Management 53:6-8
Gwynne P (2010) New DOE Agency Targets "Transformational Solutions". Research-Technology
Management 53:4-6
Haelermans C (2010) Innovative power of Dutch secondary education. Innovation-Management Policy &
Practice 12:154-165
This paper analyzes the diffusion and determinants of innovations in secondary
education. First, the diffusion path of five clusters of innovations in secondary schools is described. Second,
the determinants of the adoption of these innovations are analyzed. The findings show that size is one of the
main determinants of share of innovations in a school. Other determinants are competition, school type, and
teaching method. These should be factored in innovation in public sector education. This paper explains
why.
Hang CC, Chen J, Subramian AM (2010) Developing Disruptive Products for Emerging Economies:
Lessons from Asian Cases. Research-Technology Management 53:21-+
Emerging economies, with their
vast, Untapped markets, present new growth opportunities for multinational companies willing to
accommodate the particular needs of these markets. Our study analyzes four innovative firms in Asia that
became multinational companies on the back of disruptive products developed specifically to address the
needs of consumers in emerging economies. The cases suggest that firms wishing to operate in these
markets must be receptive to the opportunities arising from the resource constraints typical of consumers in
the markets and willing to develop the capabilities to meet the aggressive price/performance ratios required
by consumers. Our study highlights critical R&D and managerial practices that are vital for creating new,
affordable products or services for the unserved mass markets in developing countries.
Hardenbrook DR (2010) The Silver Lining: An Innovation Playbook for Uncertain Times. Journal of
Product Innovation Management 27:139-140
Harris WC (2010) Innovation Lessons from Ireland. Research-Technology Management 53:35-39
No
company or nation will remain in a leadership position without continuous innovation, strategic investment
in R&D, and effective means for realizing the greatest value from discoveries and technological advances
and exploiting the talent of its population. Strategic incentives at the federal level can enable significant
innovation it? the United States and stimulate a dynamic and competitive approach to R&D and education.
The Morrill Act of 1862 that created the U.S. land grant universities needs a new focus to meet today's
volatile economy. Then as now, these universities should be driven by pragmatism and recognition that a
focused connection between them and economic and societal challenges can create a competitive advantage
for the individual states and economic regions. Demonstration projects should be initiated in 10 to 15 states
so the innovation potential can be thoroughly assessed. Performance metrics and strong external boards to
guide these projects-with national and international members-will ensure value for money invested.
Hauge A, Hracs BJ (2010) See the Sound, Hear the Style: Collaborative Linkages between Indie Musicians
and Fashion Designers in Local Scenes. Industry and Innovation 17:113-129
Although economic
geographers have paid significant attention to the competitive dynamics, organizational and employment
structures of specific cultural industries, the existing research privileges large firms and established centres
such as New York, London and Los Angeles. Moreover, despite the conceptual articulations of spillovers
and "related variety" few attempts have been made to examine the collaborative linkages between two or
more related industries and, more specifically, how changing macro-economic forces are affecting
individual producers at the local scale. In this paper we address these gaps and argue that the growing
prevalence of independent production is transforming the nature of the long-standing connection between
music and fashion. Specifically, that strategic collaborations between indie producers are becoming crucial
to competing in the contemporary landscape of cultural production and consumption. We also assert that the
motivations and mechanisms of these contemporary collaborations differ from their historical counterparts
in important ways. Indeed technological advancements and the demands of indie production are changing
the networking practices that facilitate these partnerships and the ways in which indie producers value and
exchange goods and services.
Haussler C (2010) The economics of knowledge regulation: an empirical analysis of knowledge flows. R &
D Management 40:300-309
Successful innovation depends on the management of a firm's knowledge
base. This paper empirically investigates the determinants of knowledge regulation. Using a unique survey
dataset, the analysis suggests that research and development managers do not leak knowledge randomly, but
rather regulate knowledge consciously. I find that the source and the channel of knowledge inflows impact
knowledge regulation. The findings reveal that the more a firm profits from knowledge inflows from
competitors, the fewer actions it takes to regulate outgoing knowledge. I do not find that the extent of
knowledge inflows from collaborating firms impacts knowledge regulation. However, the type of channel
being used to acquire knowledge matters. Compared with public channels, the different types of private
channels used to access knowledge inflow and the type of the competitive relationship influence the firms'
decision to regulate knowledge outflow in the following way: concerning relationships with competitors,
firms regulate knowledge outflow more when using formal channels, but less when using informal channels;
concerning collaborative relationships, firms regulate knowledge outflow less regardless of whether they are
using formal or informal private channels compared with using public channels. Presumably, firms that
acquire knowledge from competing firms through formal private channels try to establish opaque and
soundproof fences to surround them, whereas firms that acquire knowledge from collaborating firms through
formal or informal private channels do not want to restrict circulation, but rather facilitate inter-firm
knowledge exchange.
Hemphill TA (2010) Gene Patents, the Anticommons, and the Biotechnology Industry. ResearchTechnology Management 53:11-14
Henard DH, Dacin PA (2010) Reputation for Product Innovation: Its Impact on Consumers*. Journal of
Product Innovation Management 27:321-335
Just as firms compete for customers, they also vie for
reputational status across their relevant constituent groups. To many firms, a reputation as an innovative
company is something that is both prized and actively sought after. Despite an abundance of anecdotal
evidence pointing to several firms' active pursuit of an innovative reputation, there is little empirical
evidence to evaluate the soundness of this pursuit. On a general level, this research recognizes that firms
compete for competitive advantage via their tangible and intangible resources. Much of the innovation
literature centers on the tangible impact that new product development initiatives have on outcomes of
innovation. Yet research investigations of the less tangible facets of innovation, such as a reputation, remain
relatively uninvestigated despite their promise as a source of sustainable competitive advantage. This study
investigates the effects of a corporate reputation for product innovation (RPI) and its impact on consumers.
Consumer involvement levels are proposed to mediate the relationship between RPI and consumer
outcomes. Empirical results indicate that a high consumer perceived RPI, via the involvement construct,
leads to excitement toward and heightened loyalty to the innovative firm. A more positive overall corporate
image and tolerance for occasional product failures are also positive outcomes noted in the results. Contrary
to expectations, a high perceived RPI does not lead to a consumer propensity to pay price premiums.
Hennessy M (2010) Glow: How You Can Radiate Energy, Innovation and Success. R & D Management
40:107-108
Hennessy M (2010) Hot Spots: Why Some Companies Buzz with Energy and Innovation - and Others Don't.
R & D Management 40:107-108
Hicks LM (2010) Q: Do shared service centers work? Research-Technology Management 53:63-63
Hirsch-Kreinsen H (2010) Financial Market and Technological Innovation. Industry and Innovation 18:351368
This paper addresses the relationship between technological innovation and finance. The financial
market must be regarded as one of the fundamental prerequisites of innovation, inasmuch as it is here that
decisions are made on capital allocation to enterprises. However, less has been written on the
interdependencies between the patterns of corporate finance and governance on the one hand and company
innovation strategies on the other. The paper takes up these open questions. It analyses the transformation
process of the German innovation system due to the dynamics of the financial market in the last decades. In
conclusion, some general insight into the relationship between finance and innovation beyond the German
context will be provided. The paper is based on an extensive literature research in the fields of economic
sociology and innovation studies and the analysis of the public debate on the prospects of the current
economic development.
Huang JH, Chang PP (2010) Selling Patents to Companies in Taiwan. Asian Journal of Technology
Innovation 18:1-19 Holders of unused patents consider selling patents to companies around the world is a
sensible way of creating value from them In Taiwan an increasing number of companies are also actively
seeking and acquiring intellectual property assets to enter new product markets with protection and to be
prepared against any threat of patent litigation This situation creates opportunities for foreign patent sellers
The Industrial Technology Research Institute (ITRI) a government sponsored research organization in
Taiwan has been actively assisting foreign companies in selling their patents to Taiwanese companies since
2004 This research presents the current status of Taiwan s patent market and offers insights into buyers
needs for foreign patent sellers who are interested in selling patents in Taiwan Key suggestions include
selling patents in the right technical areas providing supporting materials to highlight patent value providing
accurate encumbrance information and using a local broker to overcome the obstacles of understanding and
navigating Taiwan s market
Huang YF, Chen CJ (2010) The impact of technological diversity and organizational slack on innovation.
Technovation 30:420-428
This article examines the effects of technological diversity and organizational
slack on innovation performance. Negative binomial regression is used to test the hypotheses in a panel data
of 2745 cases. The results indicate that there is an inverse U-shaped relationship between technological
diversity and innovation performance. Moreover, the moderating role of organizational slack is recognized
and absorbed slack positively moderates while unabsorbed slack negatively moderates the effect of
technological diversity on innovation performance. Managerial implications and future research directions
are discussed.
Hughes B, Wareham J (2010) Knowledge arbitrage in global pharma: a synthetic view of absorptive
capacity and open innovation. R & D Management 40:324-343
This case study examines a global
pharmaceutical company widely using open innovation (OI). Three main research questions are addressed:
(1) what OI concepts are salient in their innovation portfolio?, (2) what OI concepts are used in the strategy
formulation? and (3) what other concepts are present that augment OI? Interviews with 120 managers and
archival documents were analyzed using thematic analysis. Two concepts prominent in the literature, (i)
value capture models and (ii) technology evaluation criteria, were not present in this portfolio. By contrast,
we found a focus on OI capability building, external information sharing and uncertain knowledge arbitrage
in networks. Finally, we discuss these capabilities in relation to absorptive capacity, proposing a simple, but
important bi-directional perspective to embrace OI.
Hull CE, Covin JG (2010) Learning Capability, Technological Parity, and Innovation Mode Use. Journal of
Product Innovation Management 27:97-114 The purpose of this research was to examine whether a firm's
learning capability interacts with industry technological parity to predict innovation mode use. Learning
capability is conceptualized in the current research as a firm's ability to develop or acquire the new
knowledge-based resources and skills needed to offer new products. Industry technological parity is
conceptualized as the extent to which similarity and equality exist among the technological competencies of
the firms in an industry. Three generic modes of innovation are considered: internal, cooperative, and
external innovation. These modes reflect the development of new products based solely on internal
resources, the collaborative development of new products (i.e., with one or more development partners), and
the acquisition of fully developed products from external sources, respectively. The premises of this research
are that (1) technological parity can create incentives or disincentives for innovating in a particular mode,
depending upon the value of external innovative resources relative to the value of internal innovative
resources and (2) firms will choose innovation modes that reflect a combination of their abilities and
incentives to innovate alone, with others, or through others. Survey research and secondary sources were
used to collect data from 119 high-technology firms. Results indicate that firms exhibit greater use of
internal and external innovation when high levels of industry technological parity are matched by high levels
of firm learning capability. By contrast, a negative relationship between learning capability and industry
technological parity is associated with greater use of the cooperative mode of innovation. Thus, a single,
common internal capability-learning capability-interacts with the level of technological parity in the
environment to significantly predict three distinct innovation modes-modes that are not inherently dependent
upon one another. As such, a firm's internal ability to innovate, as reflected in learning capability, has
relevance well beyond that firm's likely internal innovation output. It also predicts the firm's likely use of
cooperative and external innovation when considered in light of the level of industry technological parity. A
practical implication of these findings is that companies with modest learning capabilities are not inherently
precluded from innovating. Rather, they can innovate through modes for which conditions in their current
environments do not constitute significant obstacles to innovation output. In particular, modest learning
capabilities are associated with higher innovative output in the internal, cooperative, and external modes
when industry technological parity levels are low, high, and low, respectively. Conversely, strong learning
capabilities tend to be associated with higher innovative output in the internal, cooperative, and external
modes when industry technological parity levels are high, low, and high, respectively.
Hultink EJ (2010) Special Issue on Branding and New Product Development. Journal of Product Innovation
Management 27:3-5
Hummel E, Slowinski G, Mathews S, Gilmont E (2010) Business Models for Collaborative Research.
Research-Technology Management 53:51-54
Hummel EM (2010) What It Takes To Be an Innovator. Research-Technology Management 53:71-72
Husig S, Mann HG (2010) The role of promoters in effecting innovation in higher education institutions.
Innovation-Management Policy & Practice 12:180-191
This paper examines two cases of higher
education innovation in the Faculty of Business and Economics at the public University of Regensburg in
Germany. The introduction of the Honours-program, a program to promote the best students in business and
economics, as well as the change from the German Diploma to the Bachelor degree are analyzed and
evaluated using a cross-case study methodology. Sources of change were analyzed,. the processes
categorized, emerging barriers and key factors to overcome resistance and implementation of these
fundamental changes identified. Our findings indicate that fundamental changes in the public space
independent of their early-mover reactive and top-down or anticipatory and bottom-up characteristics-might
face a similar kind of implementation challenges and solutions in the higher education sector. The success of
these change processes mainly resulted from the commitment of the identified promoters which support the
validity and applicability of change concepts and approaches that are transferred from the private sector to
the public sector. However, the case findings also indicate that the government could facilitate bottom-up
innovation initiatives by supplementary support to overcome system barriers due to resource shortages.
Hussinger K (2010) On the importance of technological relatedness: SMEs versus large acquisition targets.
Technovation 30:57-64
This paper empirically investigates a sample of German domestic merger and
acquisitions (M&As) in the 1990s to analyze the importance of a related technology portfolio in the decision
to acquire a particular firm. The novelty of this analysis lies in the fact that the sample does not contain
exclusively large firms, but also a large share of small and medium-sized enterprises (SMEs). The empirical
results Suggest that firms engage in M&As to strengthen their technological competencies. A related
technology portfolio is, in particular, important for the decision to acquire SMEs. This suggests an
information advantage of acquirers with related technologies.
Hussler C, Picard F, Tang MF (2010) Taking the ivory from the tower to coat the economic world: Regional
strategies to make science useful. Technovation 30:508-518
In this paper, we aim at providing a critical
appraisal of academic research valorisation models adopted in three regions in the world: the Provincia di
Milano in Italy, the Technology-Region Karlsruhe in Germany and the Chinese municipality of Chongqing
Our first originality consists in developing a literature-based analytical grid to characterise and classify
existing tools. In a second step, we depict and compare, thanks to a qualitative analysis run on fine-grained
data (collected through in depth interviews and frequent interactions with actors of the regional innovation
systems), the mechanisms adopted in the three regions so as to test for specificities in the implementation of
academic knowledge transfer. Our analysis exhibits on the one hand a strong similarity among regions in
terms of variety of existing tools On the other hand, we also notice some specificities in the nature of the
tools European regions are characterised by an under-representation of absorption and appropriation tools,
whereas the Chinese region seems to put great stress on direct valorisation mechanisms. Finally, rather than
supporting the imitation, multiplication and superposition of newly created tools, our study encourages
policy makers to be more selective and adapt their tools to regional innovative needs.
Hyek G (2010) Iri Community Forum. Research-Technology Management 53:63-63
Igartua JI, Garrigos JA, Hervas-Oliver JL (2010) How Innovation Management Techniques Support an
Open Innovation Strategy. Research-Technology Management 53:41-52 OVERVIEW: How to achieve a
sustained competitive advantage that ensures long-term survival is a major concern for managers
everywhere, but even more so for those in smaller firms, which may have more difficulty enduring under
hostile environmental conditions than larger organizations. Because innovation is a key driver of sustained
competitive advantage and sustainable business growth, the management of innovation is a central concern
for these firms. While research in innovation management has provided many insights into specific aspects
of innovation, the encompassing problems confronting general managers, especially managers of small and
medium-size firms, have been overlooked in the development of innovation management tools. As a case
study in the value of innovation management techniques and tools in the development of a collaborative
innovation network, this paper analyzes the use of innovation management techniques and tools by a leading
Spanish elevator manufacturer's research unit in implementing its open innovation strategy. This empirical
study will help managers to understand the role of innovation management tools in structuring an open
innovation strategy based on collaboration and technology transfer.
Ili S, Albers A, Miller S (2010) Open innovation in the automotive industry. R & D Management 40:246255
Automotive Original Equipment Manufacturers (OEM) have historically invested in their own
research and development (R&D) to boost their innovativeness. Because of an increasing innovation and
cost pressure, the automotive industry needs to look outside their own boundaries to escape from this
productivity dilemma. While there is a tendency to look outside for external sources to increase the
innovativeness, there are hardly any external paths to market outside the current business yet. Our study
shows that Open Innovation proves to be more adequate in the attempt to achieve a better R&D productivity
for companies in the automotive industry than a closed innovation model.
Ingenbleek PTM, Frambach RT, Verhallen TMM (2010) The Role of Value-Informed Pricing in MarketOriented Product Innovation Management. Journal of Product Innovation Management 27:1032-1046
Although the positive effect of a market orientation on new product success is widely accepted and the
market orientation literature has increased its understanding of how a market orientation leads to
performance, the extant literature has overlooked the role of value-informed pricing in the relationship.
Value-informed pricing is a pricing practice in which the decision makers base the price of the new product
on the customers' perceptions of the benefits that the product offers and how these benefits are traded by
customers against the price (that has yet to be determined). Considering that pricing mistakes may hit hard
on the profitability of product innovations, it is important to firms to have a good understanding of its role.
This study develops a framework in which value-informed pricing is integrated in the relationship between
market orientation and new product performance. A distinction is made between customer and competitor
orientations, and relative product advantage is also included in the conceptual model. The model is tested on
data obtained from managers based on a cross sectional sample of 144 firms. The respondents were involved
in a decision-making process of the pricing of a new product. The model is tested using structural equations
modeling. The results show that value-informed pricing has a strong effect on new product performance. It
also reveals that each component of a market orientation fulfills a specific role in a market-oriented
organization. Value-informed pricing is found to have important mediating effects in the market orientationnew product performance relationship. Results show that firms with a strong customer orientation engage in
value-informed pricing and develop superior benefits to customers in an advantageous product. In turn, both
value-informed pricing and relative product advantage positively affect new product market performance.
However, no significant effect of competitor orientation on value-informed pricing is found. Combined with
the finding that competitor orientation negatively affects relative product advantage, this suggests that
competitor orientation may hurt new product performance when this orientation is not balanced with a
strong customer orientation. The results also portray that value-informed pricing leads to higher product
advantage. Interestingly, this relation is contingent on the degree of interfunctional coordination within the
firm. This suggests that the relationship between market orientation and new product performance is
strongest if firms integrate value-informed pricing in the new product development process. In this sense, a
market-oriented firm mirrors the customer value perception that makes a trade-off between benefits and
price.
Islam N, Miyazaki K (2010) An empirical analysis of nanotechnology research domains. Technovation
30:229-237
Research activities in nanotechnology have been strengthened worldwide since the last
decade to provide a foundation for technological advancement by grasping nanoscience and technology
opportunities This paper aims to make a refilled classification to understand the whole research spectrum in
nanotechnologies We also provide an insight into horizontal comparisons between the research domains
using tech mining (Porter 2005) method The findings show the regional strengths and weaknesses in
nanotechnology research domains, indicating that the US has gained much strength in bionanotechnology
research relative to other domains, and the other regions (e.g. the EU, Japan, China. South Korea and India)
have gained their research strength in nanomaterials, nanoelectronics and nanomanufacturing and tools The
paper contributes to the literature of nanotechnology management by providing a categorization of
nanotechnology research and offers a useful insight for academic and industry practitioners in nanoscience
and technology fields.
Jaw C, Lo JY, Lin YH (2010) The determinants of new service development: Service characteristics, market
orientation, and actualizing innovation effort. Technovation 30:265-277
This study aims to understand
how service characteristics, market orientation, and efforts in innovation together drive new service
development (NSD) performance Both qualitative and quantitative (mixed methods) research are used in
researching these relationships first, in-depth interviews from six service managers are taken to support the
conceptual framework and investigative measures Then, a survey research from Top 500 service firms and
Top 100 financial firms in Taiwan is used to examine the research hypotheses The results indicate that
service characteristics of heterogeneity and perishability and market orientation positively influence a firm's
resources and reward in innovation. Also, efforts in innovation and market orientation positively impact
NSD performance These understandings benefit the development of the innovative advantages of service
firms in contrast to physical goods Unlike prior research limited to a single service case, the empirical
evidence here is supported by various service industries to develop a generalized model.
Jelinek M, Bean A (2010) New Innovation Architectures Will Shape R&D "Lab" of the future. ResearchTechnology Management 53:2-4
Jeong KI, Lee JD, Lee C (2010) Profitability Gains of Korean Defense Firms Technological Progress or
Cost Shifting? Asian Journal of Technology Innovation 18:219-239
This study identifies the influential
factors for profitability gains of Korean defense firms by applying Stochastic Frontier Analysis (SFA) to the
1990 2005 production data The conventional perception that defense firms enjoy extra profits through cost
shifting is tested against the improvements of X efficiency through technological progress and managerial
achievements This study tests cost shifting hypothesis in the defense industry based on efficiency
measurement methodology The hypothesis states that there exists an incentive for a defense firm to
manipulate cost by shifting input cost or reallocating labor from commercial to defense, especially by mixed
type firms that operate m both the commercial and the defense sectors To test the hypothesis the difference
in mean technical efficiency between the commercial and the defense parts is estimated by collecting the
data that can be divided into purely commercial and purely defense data The mean technical efficiency of
the defense part is not significantly higher than that of the commercial part This result suggests that the high
efficiency reported in mixed type firms is not likely attributable to cost shifting However this result
indirectly investigates cost shifting but does not exclude other sources of cost manipulation such as pure cost
padding or cost misreporting
Johnson A (2010) The India Way: How India's Top Business Leaders Are Revolutionizing Management.
Research-Technology Management 53:62-63
Johnson EAJ (2010) Cracking the Ad Code. Journal of Product Innovation Management 27:618-620
Joshi A (2010) Leadership Lessons. Research-Technology Management 53:9-14
Jurgens-Kowal T (2010) Burning the Ships: Intellectual Property and the Transformation of Microsoft.
Journal of Product Innovation Management 27:930-931
Jurgens-Kowal T (2010) Innovation Nation: How America Is Losing Its Innovation Edge, Why It Matters,
and What We Can Do To Get It Back. Journal of Product Innovation Management 27:778-779
Kajikawa Y, Takeda Y, Sakata I, Matsushima K (2010) Multiscale analysis of interfirm networks in regional
clusters. Technovation 30:168-180
Networks within an organization and also among organizations are
expected to work as a conduit of resources and knowledge. In this paper, we construct a large database of
interfirm networks in eight regional clusters in Japan, and investigate their multiscale structures combining
existing organizational and network theories. We found that the small world properties among regional
clusters show marked differences, which intensify as the network size evolves. We also found that connector
firms bridging different modules are scarce and therefore we should focus on networking activity among
different modules to support the development of well-connected networks.
Kalogerakis K, Luthje C, Herstatt C (2010) Developing Innovations Based on Analogies: Experience from
Design and Engineering Consultants. Journal of Product Innovation Management 27:418-436 This study
explores how specialized design and engineering companies offering services to clients in diverse industries
use inventive analogies in the product design process. Inventive analogical transfers are characterized by the
use of knowledge gained from experience in one knowledge area (source domain) to solve new problems in
another field (target domain). Different types of analogical transfers can be distinguished depending on (1)
the conceptual distance between source and target domain and (2) the transfer content, describing the type of
solution element being transferred. On the basis of these two dimensions a typology suitable to cover a wide
range of analogical transfer episodes is developed. The first purpose of the present study is to understand the
link between these two dimensions of analogies and their impact on potential benefits of analogy use. A
second purpose of this study is to explore the practice of working with analogies, particularly to examine
how relevant knowledge in a variety of domains is accessed. The research is based on an explorative
approach. In-depth interviews were held with project leaders of 18 design and engineering consulting firms
located in Germany and Scandinavia. In each of these interviews the respondent reported about a particular
project in which analogy use played an important role. The findings indicate that the use of analogies is a
prevalent phenomenon in design and engineering consulting firms. The typology based on the two
dimensions analogical distance and transfer content proved useful for the distinctive explanation of positive
effects resulting from analogy use. First, analogical distance was found to be positively associated with
solution novelty and negatively associated with the project duration. In addition, far analogies, rather than
near analogies, proved to be helpful to foster communication within the project team as well as
communication between the project team and the client firm. Second, with respect to the transfer content,
beneficial effects on project duration seem to be particularly probable if the problem solvers transfer existing
technological solutions and specific functional principles instead of general knowledge about shapes and
design arrangements. Taken together, the findings suggest that it may be possible to influence the specific
effects of analogy use ex ante by focusing on the appropriate type of analogies. Concerning the access of
analogies, the findings suggest that analogies are frequently applied without the aid of formal procedures,
techniques, or tools. The project teams mainly draw on personal "local" knowledge-knowledge already in
their possession. While this approach is rather efficient, the tendency to access knowledge from only a
limited set of familiar knowledge sources may constrain the possibility for creative recombination by
analogies. Several strategies to relax this constraint are discussed, such as enhancing the heterogeneity of the
team's knowledge base or broadcasting the problem to external experts.
Kang J, Afuah A (2010) Profiting from innovations: the role of new game strategies in the case of Lipitor of
the US pharmaceutical industry. R & D Management 40:124-137
In exploring why innovators often do
not profit from their innovations, researchers concentrate on innovators versus imitators and the extent to
which owners of complementary assets capture profits from innovations. The literature provides scant
attention to factors that sap profits from innovations. This paper argues that an innovator's positioning vis-avis customers, suppliers, complementors, and other co-opetitors plays a critical role in the innovator's
profitability. The article explores how an innovator can use new game strategies to better positioning, thus
capturing rents from innovations and enabling further innovations in the future. The study examines the case
of Lipitor, one of the world's best-selling drug, to illustrate how positioning can play in a firm's ability to
profit from its innovations.
Karjalainen TM, Snelders D (2010) Designing Visual Recognition for the Brand. Journal of Product
Innovation Management 27:6-22 The present paper examines how companies strategically employ design
to create visual recognition of their brands' core values. To address this question, an explorative in-depth
case study was carried out concerning the strategic design efforts of two companies: Nokia ( mobile phones)
and Volvo ( passenger cars). It was found that these two companies fostered design philosophies that lay out
which approach to design and which design features are expressive of the core brand values. The
communication of value through design was modeled as a process of semantic transformation. This process
specifies how meaning is created by design in a three-way relation among design features, brand values, and
the interpretation by a potential customer. By analyzing the design effort of Nokia and Volvo with the help
of this model, it is shown that control over the process of semantic transformation enabled managers in both
companies to make strategic decisions over the type, strength, and generality of the relation between design
features and brand values. Another result is that the embodiment of brand values in a design can be
strategically organized around lead products. Such products serve as reference points for what the brand
stands for and can be used as such during subsequent new product development (NPD) projects for other
products in the brand portfolio. The design philosophy of Nokia was found to depart from that of Volvo.
Nokia had a bigger product portfolio and served more market segments. It therefore had to apply its design
features more flexibly over its product portfolio, and in many of its designs the relation between design
features and brand values was more implicit. Six key drivers for the differences between the two companies
were derived from the data. Two external drivers were identified that relate to the product category, and four
internal drivers were found to stem from the companies' past and present brand management strategies.
These drivers show that the design of visual recognition for the brand depends on the particular
circumstances of the company and that it is tightly connected to strategic decision making on branding.
These results are relevant for brand, product, and design managers, because they provide two good examples
of companies that have organized their design efforts in such a way that they communicate the core values
of their brands. Other companies can learn from these examples by considering why these two companies
acted as they did and how their communication goals of product design were aligned to those of brand
management.
Kastelle T, Steen J (2010) Using network analysis to understand innovation INTRODUCTION. InnovationManagement Policy & Practice 12:2-4
Kastelle T, Steen J (2010) Are small world networks always best for innovation? Innovation-Management
Policy & Practice 12:75-87
It is becoming increasingly apparent that a firm's communication network
structure has a significant impact on its innovative capability. We know that in many cases, small world
network structures in particular lead to improved innovation output. This paper is the first to test whether or
not this finding is also true inside of large project-based firms We study a project team with 130 members
using complex network analysis. The team's project includes several innovations, and the knowledge sharing
networks do have small world structures. However, these networks have much more hierarchical structures
than those measured in other innovation networks. We conclude that identifying a small world structure is
only the first necessary step in analysing such networks. We identify a hierarchical generative mechanism
for these structures, which demonstrates that gaining a better understanding of the history and evolution of
particular networks is a critical step in analysing them.
Kelley D, Lee H (2010) Managing Innovation Champions: The Impact of Project Characteristics on the
Direct Manager Role. Journal of Product Innovation Management 27:1007-1019
A key challenge for
organizations seeking to improve the management of innovation lies in determining when to lend direct
managerial support, and how much support, to those championing such projects. This research provides
insights into the connection between project characteristics and the type and frequency of direct manager
involvement. As such, it addresses the following research question: how does the level of project
innovativeness, strategic relatedness, and resource requirements impact the level of empowerment of
innovation champions and the sponsor or supervisor role played by managers? The research method
involves a survey of 89 project champions from four divisions of large, multinational Korean companies.
The results show that when innovativeness was high but projects were strategically related, there was greater
project champion empowerment but also a more frequent managerial sponsor role. This suggests it may be
best to allow innovators, who are close to the project's markets, technologies, and industry conditions, to
have greater freedom over objectives and decisions. Yet they may also need the advice and support of their
managers to function optimally under the highly uncertain conditions that characterize innovative projects.
This combination of empowerment and a sponsor role, though appropriate for highly innovative projects,
may also require high strategic relatedness, however. On the other hand, when projects are less strategically
related and when resource requirements are high, the analysis suggests managers are more likely to exert
control. Managers may therefore need to become more closely involved in decision making for costly
ventures representing new strategic directions for their organizations. Overall, this research suggests that
both empowerment and manager roles are relevant to the management of innovation. These results offer
academic value in recognizing the nature of the direct manager role under different innovation project
conditions. It further reveals a need for academics to recognize both the supervisor and sponsor roles in the
management of innovation. For managers, the findings suggest that for organizations to effectively develop
and commercialize innovations managers need to recognize when certain projects call for different levels
and types of involvement.
Kemp R, Oltra V (2010) Research Insights and Challenges on Eco-Innovation Dynamics. Industry and
Innovation 18:249-253
Khan M (2010) The New Age of Innovation: Driving Co-created Value through Global Networks. R & D
Management 40:210-211
Kim N, Atuahene-Gima K (2010) Using Exploratory and Exploitative Market Learning for New Product
Development. Journal of Product Innovation Management 27:519-536 While the need for research on the
market-learning efforts of a firm in relation to its new product development is continuously emphasized, the
empirical results on this issue reported so far have been mixed. The current study contends that the
inconclusive nature of the empirical evidence is mostly due to the existence of different dimensions of
organizational market learning-exploratory and exploitative-and to possible different routes by which these
learning dimensions are linked to new product performance. More specifically, this study argues that
exploratory market learning contributes to the differentiation of the new product because it involves the
firm's learning about uncertain and new opportunities through the acquisition of knowledge distant from
existing organizational skills and experiences. By contrast, this study posits that exploitative market learning
enhances cost efficiency in developing new products as it aims to best use the currently available market
information that is closely related to existing organizational experience. This study provides empirical
support for this two-dimensional scheme of organizational market learning and its consequent effects on two
components of new product advantage: new product differentiation and cost efficiency. Further, given that
the effectiveness of firms' strategic efforts is contingent upon the nature of the market environment, the
current study examines the moderating effects of environmental dynamism and market competitiveness for
this market learning-new product advantage relationship. This study is based on survey data from 157
manufacturing firms in China that encompass various industries. The empirical findings support the twodimensional market learning efforts that increase new product differentiation and cost efficiency,
respectively. The study confirms that exploratory market learning becomes more effective under a turbulent
market environment and that exploitative market learning is more contributive when competitive intensity is
high. It also suggests that because of their differential direct and moderating effects on new product
advantage either exploratory or exploitative market learning may not be used exclusively, but the two should
be implemented in parallel. Such learning implementations will help to secure both the feature and costbased new product advantage components and will consequently lead to the new product success. The
current study attempts to contribute to greater clarity and better understanding of how market learning
influences new product success as it theoretically identifies and empirically validates the two forms of new
product advantage as the conceptual mediator between market learning and new product performance.
Kim W, Seong J (2010) Catching-up and Post Catching-up Strategies of Latecomer Firms Evidence from
Samsung Semiconductor. Asian Journal of Technology Innovation 18:115-142
This study analyzes the
difference between the post catching up innovation of latecomer countries versus the catching up of
latecomer countries and the innovation by advanced countries through the adaptation of post catching up
innovation To review the overall technology innovation strategy of leading companies m latecomer
countries during their catching up and post catching up periods the case of the semiconductor business of
Samsung Electronics Co (SEC) is analyzed In the last section of this study the policy implications of the
case of Samsung Semiconductor are presented for latecomer countries
Kim Y, Ha S (2010) Innovation Activities and Innovation Performances of SMEs: The Korean Electronic
Parts Industry 1990-1995. Asian Journal of Technology Innovation 18:125-160
This study empirically
examines the antecedents and performance consequences of innovation activities of small- and mediumsized enterprises (SMEs) based on a comparative static analysis of 123 SMEs in the Korean electronic parts
industry. Prior innovation capability, the dominant functional career of the CEO, and the centralization and
integration of the organizational structure during the t(1) period (1990-1992) are found to have a positive
impact on innovation activities during the t(2) period (1993-1995), including research and development
(R&D) intensity, technical manpower ratio, and the number of collaborative R&D projects. Innovation
activities during the t2 period, in turn, increase the innovation performances during the same period, such as
the number of patents, number of new products, and gain in labor productivity. This study also finds that the
negative interaction of the centralization of organizational structure during the t1 period and the innovation
activities during the t2 period affects innovation performances during the t2 period. Finally, this study
discusses several theoretical and practical implications concerning the development of innovation
capabilities in advanced latecomer SMEs based on the results. Future research directions are also suggested.
Klink RR, Athaide GA (2010) Consumer Innovativeness and the Use of New versus Extended Brand Names
for New Products. Journal of Product Innovation Management 27:23-32
Despite the importance of
branding to new product success, little research has been conducted on how individual adoption orientation
might affect brand name preferences. This paper draws on the diffusion literature to investigate how
consumer innovativeness affects consumer response to alternative branding strategies (i.e., new vs. extended
brands, for new products). The results of an empirical study found that consumer innovativeness has a
greater effect on new product evaluations for new brand names relative to extended brand names. Also,
results indicate that highly innovative consumers evaluate new products with new brand names more
favorably than brand extensions. Furthermore, consumer confidence in the new product was found to
mediate the effects of consumer innovativeness and its interaction with brand name type on new product
evaluation. Implications include not only giving greater managerial consideration to using new brands but
also supporting the chosen branding strategy with appropriate promotional efforts for respective adopter
groups.
Knockaert M, Clarysse B, Wright M (2010) The extent and nature of heterogeneity of venture capital
selection behaviour in new technology-based firms. R & D Management 40:357-371
The success of
technology transfer depends in part on new technology-based firms (NTBFs) accessing venture capital (VC).
Yet, little is known about venture capitalists' selection processes in this context. We examine the
heterogeneity in the selection behaviour of VCs using a unique hand-collected dataset comprising 68
European early-stage high-tech VC investors. We follow an inductive research design and use a conjoint
analysis to decompose the investment decisions of VC investors. We identify three different clusters of VC
investors: those who focus on technology (technology investors), those who focus on finance (financial
investors) and those who focus on human capital (people investors). Technology investors attach more
importance to the appropriability of the technology and contact with the entrepreneur than the other groups
of VCs. For people investors, the human factors such as leadership capacities of the entrepreneur and the
quality of the team are most important. Financial investors make their investment decision based on a
limited set of factors such as ROI, growth and team completeness. Our results have important implications
for NTBFs, venture capitalists and universities involved in technology transfer through spin-off companies.
Koen PA, Bertels H, Elsum IR, Orroth M, Tollett BL (2010) Breakthrough Innovation Dilemmas. ResearchTechnology Management 53:48-51
Koppinen S, Lammasniemi J, Kalliokoski P (2010) Practical application of a parallel research-business
innovation process to accelerate the deployment of research results. R & D Management 40:101-106 Both
society and customers pose many new challenges for public research and technology organisations. Making
the right long-term technological choices, generating and maintaining an appropriate research portfolio,
speeding-up innovation processes and integrating customer and market needs into science-based research are
among the major expectations. We describe how a multidisciplinary research organisation has implemented
new processes and practises to rise to these challenges. The paper points out the benefits of using a parallel
research approach to the business innovation process, where the different phases - the development of new
technology, applications and business models - are carried out interactively and concurrently. Furthermore,
we show how foresighting acitivities, research portfolio management and use of business plans for longterm research programmes contribute to the parallel research process.
Krishnaswamy KN, Subrahmanya MHB, Mathirajan M (2010) Process and Outcomes of Technological
Innovations in Electronics Industry SMEs of Bangalore A Case Study Approach. Asian Journal of
Technology Innovation 18:143-167
This paper describes the origin and process of technological
innovations leading to the development and introduction of new products in the electronics industry of
Bangalore India Market expansion along with enterprise growth with reference to three SMEs is discussed
This study concisely presents the instrumental role that entrepreneurs play in recognizing market
opportunities building crucial in house technological capabilities supplementing it with appropriate external
assistance and establishing technological innovation processes This includes process modifications to suit
customer requirements and finally deliver innovations to the market The innovation process is significantly
marked by a built in mechanism for continuous customer interactions Consequently all the three SMEs have
achieved successful product innovations leading to their gradual growth over time not only in terms of
employment and investment but more importantly in terms of sales turnover Furthermore inferences drawn
from the cases lead to a proposed three stage theoretical construct of the process of SME innovation starting
up and stabilizing building technological credibility and the opening of new markets The stages involve
fulfilling design standards pursuing incremental innovations and ushering radical innovations
Kroll CA, Lee D, Shams N (2010) The Dot-Com Boom and Bust in the Context of Regional and Sectoral
Changes. Industry and Innovation 17:49-69 This paper examines the effects of the dot-com boom and bust
on firm survival, migration and growth in other sectors. Dot-com expansion revived a slowing central city
economy but also raised issues regarding displacement of manufacturing, distribution, social services and
other non-profits from San Francisco's "South of Market". This study uses the National Establishment Time
Series (NETS) database to examine how the growth of dot-com businesses affected San Francisco and
surrounding counties. We find that start-ups were central to San Francisco's job growth. Relocations also
were a significant aspect of job change. Dot-com growth was positively associated with propensity for preboom information and professional services establishments and for non-high-tech manufacturing or
distribution establishments to move, while arts, social services and non-profits remained in the city.
Kroll H, Schiller D (2010) Establishing an interface between public sector applied research and the Chinese
enterprise sector: Preparing for 2020. Technovation 30:117-129
China's technological capabilities are
emerging rapidly. Some argue that the country will become a challenger to established technological leaders
in the near future. Currently, however, there is contradictory evidence regarding China's potential for
technological upgrading on a broader scale. By bringing together data on the public research system with
evidence from the electronics industry in Guangdong province, this paper will show that many domestic
firms continue to depend on foreign technology transfer whereas they have limited access to interest in
domestic technologies. It is hence the purpose of this paper to illustrate the current mismatch between
solutions supplied by the public sector and the true needs of Chinese firms. Its core argument is that
technological development in China is not only suffering from a general lack of innovative capacity, as
expectable at this stage of development, but also from an overt dependency on foreign technologies, that, if
unaddressed, may impair its future potential for upgrading. We conclude that an increased provision of
relevant solutions by domestic applied research institutes is possible in the mid-term but will depend on an
improved management as well as on a new funding system that promotes the creation of customer relations
with industrial firms.
Kuesten C (2010) Design for Lean Six Sigma: A Holistic Approach to Design and Innovation. Journal of
Product Innovation Management 27:781-783
Kuesten C (2010) The Handbook of High-Performance Virtual Teams: A Toolkit for Collaborating across
Boundaries. Journal of Product Innovation Management 27:294-296
Kumar RS, Subrahmanya MHB (2010) Influence of subcontracting on innovation and economic
performance of SMEs in Indian automobile industry. Technovation 30:558-569
Trans-national
corporations (TNCs) expanding their production bases to developing countries having better conditions of
manufacturing and domestic markets provide increasing opportunities for local small and medium
enterprises (SMEs) to have subcontracting relationships with these TNCs Even though some theoretical and
a few empirical studies throw light on the nature of assistance provided by TNCs to local SMEs through
subcontracting relationships none of the studies so far quantitatively analysed the role of this assistance on
the innovative performance of SMEs leading to better economic performance This paper probes the extent
and diversity of assistance received by SMEs from a TNC through subcontracting and its influence on
technological innovations and economic performance of SMEs in the Indian automobile industry Indian
SMEs were able to receive mainly product related and purchase process assistance thereby implying that
subcontracting is largely confined to purchase-supply relationships However assistance received through
subcontracting is beneficial as It promoted technological innovations of SMEs the higher the degree of
assistance the higher the level of innovations carried out by these SMEs which in turn facilitated their
economic performance Thus this paper substantiates in the Indian context that subcontracting relationship
with a TNC can be an important source of technological innovations and enhanced economic performance
for SMEs.
Kwon Y, Kim Y (2010) Determinants of Out-licensing Strategy of Firms: New Empirical Evidence. Asian
Journal of Technology Innovation 18:23-43
This paper is the first empirical attempt to explore the
preference of firms between unilateral out-licensing and cross-licensing by focusing on competition in
product markets. Estimations indicate that the most important determinants of selecting an out-licensing
strategy are the characteristics of the technological field to which a firm belongs. Firms strongly prefer
cross-licensing to unilateral out-licensing when they are in a technological environment of high
fragmentation, complexity, and overlap, as well as in a patent thicket. Cross-licensing is also preferred by
domestic firms. Conversely, unilateral out-licensing is preferred by both small and large firms facing high
competition in product markets, and in a strong and low overlapping technological environment with intense
R&D. This paper contributes to the expansion of current understanding of the out-licensing strategy of
firms.
Lafuente E, Vaillant Y, Serarols C (2010) Location decisions of knowledge-based entrepreneurs Why some
Catalan KISAs choose to be rural? Technovation 30:590-600
Entrepreneurship has currently become an
important element of economic development and innovation policy In this context the promotion of
knowledge-based firms has become the norm even in rural areas Thus the study presented in this paper
analyses the variables that influence the choice of location made by rural and urban knowledge intensive
service activity firms (KISA hereafter) The results of the quantitative study allows for important policy
making recommendations but also offers significant contributions for entrepreneurship and regional
development researchers as well as practical insights for entrepreneurs.
Lai JY, Ong CS (2010) Assessing and managing employees for embracing change: A multiple-item scale to
measure employee readiness for e-business. Technovation 30:76-85 it is imperative for businesses to use
network and distributed information technology to integrate resources among organizations, vendors,
employees, and suppliers to maximize value-added. Organizations are thus implementing electronic business
(e-business) at an accelerating pace, fueling speculation about employee readiness to embrace this new type
of firm. Unfortunately, scholarly research on this issue is lacking. Drawing on insights from extant literature
and interviews with practitioners, this article first proposes the construct of employee readiness for ebusiness (EREB) and its conceptualization. Then it describes a program of research undertaken to develop
an EREB instrument by defining, operationalizing, and refining the construct to create a multiple-item
measurement scale, and assessing the scale's psychometric properties. By strictly iterative processes, a wellvalidated EREB instrument is constructed. The instrument and its comprehensive model proposed in this
paper will be of use to researchers and practitioners interested in designing, implementing, and managing ebusiness.
Langerak F, Griffin A, Hultink EJ (2010) Balancing Development Costs and Sales to Optimize the
Development Time of Product Line Additions*. Journal of Product Innovation Management 27:336-348
Development teams often use mental models to simplify development time decision making because a
comprehensive empirical assessment of the trade-offs across the metrics of development time, development
costs, proficiency in market-entry timing, and new product sales is simply not feasible. Surprisingly, these
mental models have not been studied in prior research on the trade-offs among the aforementioned metrics.
These mental models are important to consider, however, because they define reality, specify what team
members attend to, and guide their decision making. As such, these models influence how development
teams make trade-offs across the four metrics to try to optimize new product profitability. Teams with such
an objective should manage to a development time that minimizes development costs and to a proficient
market-entry timing that maximizes new product sales. Yet many teams use mental models for development
time decision making that focus either just on development costs or on proficiency in market-entry timing.
This survey-based study uses data from 115 completed NPD projects, all product line additions from
manufacturers in The Netherlands, to demonstrate that there is a cost to simplifying decision making.
Making development time decisions without taking into account the contingency between development time
and proficiency in market-entry timing can be misleading, and using either a sales-maximization or a costminimization simplified decision-making model may result in a cost penalty or a sales loss. The results from
this study show that the development time that maximizes new product profitability is longer than the time
that maximizes new product sales and is shorter than the development time that minimizes development
costs. Furthermore, the results reveal that the cost penalty of sales maximization is smaller than the sales
loss of development costs minimization. An important implication of the results is that, to determine the
optimal development time, teams need to distinguish between cost and sales effects of development time
reductions. To determine the relative impact of these effects this study also estimates the elasticities of
development costs, new product sales, and new product profitability with regard to development time.
Armed with this knowledge, development teams should be better equipped to make trade-offs among the
four metrics of development time, development costs, proficiency in market-entry timing, and new product
sales.
Larson CF (2010) Needed-an R&D and Innovation Stimulus. Research-Technology Management 53:8-9
Lau AKW, Tang E, Yam RCM (2010) Effects of Supplier and Customer Integration on Product Innovation
and Performance: Empirical Evidence in Hong Kong Manufacturers. Journal of Product Innovation
Management 27:761-777 While the beneficial impacts of supplier and customer integration are generally
acknowledged, very few empirical research studies have examined how an organization can achieve better
product performance through product innovation enhanced by such integration. This paper thus examines
the impact of key supplier and customer integration processes (i.e., information sharing and product
codevelopment with supplier and customer, respectively) on product innovation as well as their impact on
product performance. It contributes to existing literature by asking how such integration activities affect
product innovation and performance in both direct and indirect ways. After surveying 251 manufacturers in
Hong Kong, this study tested the relationships among information sharing, product codevelopment, product
innovativeness, and performance with three control variables (i.e., company size, type of industry, and
market certainty). Structural equation modeling with correlation and t-tests was used to test the hypothesized
research model. The findings indicate a direct, positive relationship between supplier and customer
integration and product performance. In particular, this study verifies that sharing information with suppliers
and product codevelopment with customers directly improves product performance. In addition, this study
empirically examines the indirect effects of supplier and customer integration processes on product
performance, mediated by innovation. This has seldom been attempted in previous research. The empirical
findings show that product codevelopment with suppliers improves performance, mediated by innovation.
However, the sampled firms cannot improve their product innovation by sharing information with their
current customers and suppliers as well as codeveloping new products with the customers. If the adoption of
supplier and customer integration is not cost free, the findings of this study may suggest firms work on
particular supplier and customer integration processes (i.e., product codevelopment with suppliers) to
improve their product innovation. The study also suggests that companies codevelop new products only with
new customers and lead users instead of current ones for product innovation. For managers, this study has
demonstrated that both information sharing and product codevelopment affect performance directly and
indirectly. Managers should put more emphasis on these key processes, especially when linked with product
innovation. Managers should consider involving their suppliers and customers in the early stages of design.
Information sharing with suppliers is also important in product development. As suggested by this study,
extensive effort on supplier and customer integration should be made to directly augment current product
performance and product innovation at the same time.
Lee CT (2010) Selecting Technologies for Constantly Changing Applications Markets. ResearchTechnology Management 53:44-54
An application-oriented methodology using tear-down analysis and
strategic evaluation can forecast technological trends and prioritize technologies for investment in markets
where applications are constantly changing. Technologies are prioritized by assessing their market
attractiveness and the organization competitive position. Competitive strategies are formulated through a
SWOT analysis, and then translated into the weights and/or scores of the variables associated with market
attractiveness and competitive position. Successful applications of the methodology to leading
semiconductor foundry companies have demonstrated its usefulness. Extended applications of the
methodology to major players along the semiconductor industry supply chain have also been demonstrated.
Although formulated for the semiconductor industry, many aspects of this methodology can be applied to
other industries that exhibit a technology driven by applications markets.
Lee J, Veloso FM, Hounshell DA, Rubin ES (2010) Forcing technological change: A case of automobile
emissions control technology development in the US. Technovation 30:249-264
This article investigates
how regulated automakers and upstream component suppliers comply with "technology-forcing"
regulations, or laws that set performance standards beyond their usual technological capabilities. In
particular, this article examines how firms manage and organize their research and development (R&D)
processes concerning automobile emissions control technologies amid the uncertainties resulting from the
issuance of new regulations This study involves the analyses of patents, interviews with experts, references
to technical papers published for conferences of the Society of Automotive Engineers (SAE), and use of
learning curves The results of this study show that the high regulatory standards under the technologyforcing regulation played an important role in forcing technological innovations and determining subsequent
direction of technological change Component suppliers were important sources of innovation in the 1970s,
but over the course of technological evolution, automakers gradually emerged as the locus of innovation
This study also shows that firms strategically manage architectural and component knowledge in the
presence of uncertainties about their technological capacity to meet new auto emissions control standards.
Lee JJ, Duong VTE (2010) Analysis of the Cambodia's Garment Industry and Catch-up Strategy. Asian
Journal of Technology Innovation 18:97-123
This article aims to assess the capabilities of Cambodia's
garment industry in the post-Safeguard Policy era, and the country's ability to upgrade its garment
assembling status to Original Equipment Manufacture (OEM) status. This article analyzes and proposes a
strategic positioning of Cambodia's garment industry in the next decade by utilizing the analytical
framework developed by the US International Trade Commission (USITC) in 2004. Findings from the
USITC framework-based assessment have been illustrated in a cobweb-shaped diagram to show an analogy
of Cambodia's garment industry in comparison with that of China and Vietnam. For the improvement of the
current working environment and the forthcoming upgrading process, a trajectory of the Cambodia's
garment industry has been projected in three vital stages: (1) assembling, (2) OEM, and (3) original brand
manufacturing. In response to the first objective, the Cambodia's garment industry is predicted to face a high
risk of industrial downturn in the post-2008 era due to the internal weaknesses in the supply side. For the
second objective, the shift from Cambodia's current garment assembler status to OEM status will take a long
time and require training of local managers and skilled workers.
Lee KR (2010) Obituary to Chris Freeman 1920-2010 Asian Countries and Chris Freeman. Asian Journal of
Technology Innovation 18:241-246
Lee PC, Su HN (2010) Investigating the structure of regional innovation system research through keyword
co-occurrence and social network analysis. Innovation-Management Policy & Practice 12:26-40 Research
on regional innovation systems (RIS) has evolved into a widely used analytical framework generating the
empirical foundation for innovation policy making. The purpose of this research is to shed light on networkbased author keyword analysis by integrating social network analysis and bibliometric analysis on the
development of RIS research. A total of 432 papers belonging to 36 countries, 276 research institutes, and
comprising 1165 keywords, are retrieved from the Web of Science databases for network construction and
analysis. The obtained network in this study is capable of providing visual and quantitative insights into the
publication trends or knowledge evolution of RIS. Network actors chosen in this study include country,
research institute, first author, and keywords. These constitute four types of networks defined in this study:
three research focus parallelship (RFP) networks (RFP-country network, RFP-institute network, RFP-author
network) and one keyword co-occurrence (KCO) network.
Lee S, Kim MS (2010) Inter-technology networks to support innovation strategy: An analysis of Korea's
new growth engines. Innovation-Management Policy & Practice 12:88-104
As the interactions between
technologies increase during the innovation process, which is well described in the concept of fusion
technology or a multi-technology industry, recent innovation research has given much attention to intertechnology networks. This study reviews two techniques to develop such networks using patent data, a
patent interaction network (PIN) and a patent citation network (PCN). This review's purpose is to understand
their features and to argue that the two techniques can be complementary. It also tries to explain how the
techniques can be used individually and collectively to provide useful information for innovation strategy
through a case study. The case study focuses on Korean innovation strategy and the relations between 17
new growth engines announced by the Korean government. The analysis of the results is expected to help
understand the hidden dynamics of technology interactions during the innovation process and will ultimately
support to develop innovation strategy.
Lee SS, Kim Y (2010) The impact of efficiency parameters on firms' innovative activities: Evidence from
Korean firm-level data. Innovation-Management Policy & Practice 12:283-297
This paper extends the
research on the R&D patent relationship by distinguishing the factors affecting R&D productivity (which is
defined as 'efficiency parameters) from the factors associated with the propensity of firms to patent, and
estimates the impacts of the factors on innovative output. A data set from 1255 firms with nonzero R&D
expenditures in Korea was studied, and the results show that efficiency parameters such as in-depth patent
searches and revenue splitting policy for employee-inventors influence firm's innovative output through
'R&D productivity' effect. These results mean that we can improve firm's innovation output by changing
efficiency parameters through a firm's investment or government support in a relatively short period.
Lee VH, Ooi KB, Tan BI, Chong AYL (2010) A Structural Analysis of the Relationship between TQM
Practices and Product Innovation. Asian Journal of Technology Innovation 18:73-96 The purpose of this
paper is to examine the relationship between total quality management (TQM) practices and product
innovation performance as perceived by managers in electrical and electronics (E&E) organizations in
Malaysia. This study is based on empirical data collected from a survey of 125 managers of E&E firms.
Structural equation modeling analysis is conducted to test the research questions presented in this paper.
Results reveal that leadership, strategic planning, customer focus, information and analysis, human resource
management, and process management are positively associated with product innovation performance.
Information and analysis is perceived as a dominant TQM practice in improving firm's performance on
product innovation. This analysis is especially vital for senior managers of E&E companies who want to
establish innovation capability. Senior managers can focus their efforts on TQM practices as means of
maximizing organizational gains via product innovation in the context of a competitive environment.
Lee YJ (2010) Identification of Technology Transfer Options Based on Technological Characteristics. Asian
Journal of Technology Innovation 18:1-21 Traditionally, licensing has been the dominant channel for the
commercialization of the intellectual property of public sectors. However, performing the cooperative R&D
and formation of spin-off companies has become an alternative route for technology transfer. With plenty of
options by which public research institutes (PRI) can employ technology transfer, one should determine first
the appropriate channel for the transfer in order to establish the appropriate strategy. This paper builds a
theoretical framework to match the mode of technology transfer with two key conditions: (1) absorptive
capacity of recipient firms and (2) dependence on complementary assets. The theoretical discussion
elucidates that the combination of lower level of absorptive capacity and less dependence on complementary
assets favor the creation of new firms as a mode of technology transfer; the opposite combination favors
cooperative research and development (R&D), and the in-between case supports licensing as an appropriate
mode of transfer. Based on the theoretical framework, we analyzed the case of chemical industry in Korea
utilizing the concept of patent portfolio analysis.
Leung F (2010) New paradigms for the future: keynote perspectives from The R&D Management
Conference 2008. R & D Management 40:4-9
The R&D Management Conference 2008 theme of
'emerging and new approaches to R&D management' sought to draw out how R&D-based organizations
today are changing the way they manage (in terms of novel approaches, techniques, models and tools) in
face of the challenges and opportunities presented in the current environment. Six keynote presentations by
executives, representing both the public and private sectors, elaborated on the following subjects reflecting
their experiences on the theme: hyperconnectivity and changing R&D tenets, accelerating discoveries in
human health via open access public-private partnerships, role of government in bridging the innovation
gap, building sustainability and innovation in a traditional resource sector, R&D management in the
aerospace sector, and leveraging diversity to build a culture of innovation. Their presentations highlighted
amongst other things - global trends that are affecting how R&D organizations are operating, economic
imperatives driving change in business models, working through partnerships within an open innovation
environment, and leveraging the diversity presented by an increasingly globalized R&D workforce for
success. Within these presentations are also challenges to researchers to generate new thinking to address
current and future problems presented by the R&D environment. The keynote perspectives are summarized
in this paper.
Lhuillery S, Pfister E (2010) Do Firms Know the Scope of their R & D Network? An Empirical
Investigation of the Determinants of Network Awareness on French Survey Data. Industry and Innovation
18:105-130 Although research and development (RD) networks influence the innovation performance of
their members, firms may not be fully aware of the scope of their network. In particular, due to cost reasons,
they may not be fully informed of their oindirect tieso, that is, of the ties between their partners and other
firms. To investigate this issue, the paper uses a survey inquiring about whether firms are aware of the ties
that their main direct RD partners may (or may not) have between themselves. Our results show that
responding firms are more informed about their partners' other collaboration projects when the partnership is
more directly linked to intangible RD capital, when at least one partner is a public research organization or
when the partnership is needed to access a new market. Network awareness is also higher when both RD
partners are from the same type (e.g. public research organization, companies, technical centers). Firms with
a high RD intensity or with a large size, as well as those affiliated to a group, are less likely to know their
indirect ties. Finally, network awareness is lower in high-technology industries.
Li HL, Tang MJ (2010) Vertical integration and innovative performance: The effects of external knowledge
sourcing modes. Technovation 30:401-410
We set out in this study to analyze the impact of vertical
integration on the innovative performance of a firm and to explore the interaction between vertical
integration and different modes of external knowledge sourcing. Our empirical results reveal an initial
increase in the effect of vertical integration on innovative performance up to a certain level of integration,
although this is subsequently followed by a decline: that is, the relationship is characterized by an inverted
U-shape. The results further reveal that external knowledge sourcing is positively related to the innovative
performance of a firm, albeit with a negative interaction with the level of vertical integration. In other words,
firms with higher levels of vertical integration may be faced with barriers to the acquisition of external
knowledge. Our findings suggest that firms should be cautious in their pursuit of a strategy of vertical
integration, given the non-monotonic impact on innovative performance, whilst an increase in the level of
vertical integration is also likely to diminish the effectiveness of the external knowledge sourcing.
Li YA, Su ZF, Liu Y (2010) Can strategic flexibility help firms profit from product innovation?
Technovation 30:300-309
Although it is generally acknowledged that product innovation is critical for
firms to sustain their competitive advantages, innovating firms sometimes fail to obtain economic returns
from product innovation. This study focuses on the moderating effect of strategic flexibility (composed of
resource flexibility and coordination flexibility) on the relationship between product innovation and firm
performance, in order to address an important but previously unexplored question: Can strategic flexibility
help firms profit from product innovation? Our empirical test, utilizing a sample of 607 Chinese firms,
reveals that the moderating effect of resource flexibility on the positive relationship between product
innovation and firm performance is negative, while that of coordination flexibility is positive. Further, such
moderating effects are especially likely to be profound for firms confronting a high level of competitive
intensity. We conclude by discussing our contributions, the implications, and possible future extensions.
Lichtenthaler U (2010) Technology exploitation in the context of open innovation: Finding the right 'job' for
your technology. Technovation 30:429-435
In light of the recent economic crisis, many industrial firms
attempt to capture additional value from their technologies by means of open innovation strategies. Besides
acquiring external technology, many firms therefore increasingly try to license their own technology to other
firms either exclusively or in addition to its application in their own products. This article shows that
technology licensing offers important strategic benefits beyond generating licensing revenues, which
underscore the need for an integrated management of technology licensing activities. Therefore, this article
extends the concept of job-related markets that was recently developed in the managerial literature. A 'job' is
the fundamental problem that a customer needs to resolve in a particular situation. Managers may transfer
this job-related understanding to technology licensing activities because the right 'job' for a technology may
be outside a firm's boundaries, and it may help firms to identify additional licensing opportunities. On this
basis, the article presents the concept of an integrated technology exploitation roadmap, which allows firms
to use the job-related markets to integrate technology licensing in their strategic planning processes. An
example of a machinery firm shows how this roadmap may contribute to strengthening a firm's licensing
business.
Lin BW, Wu CH (2010) How does knowledge depth moderate the performance of internal and external
knowledge sourcing strategies? Technovation 30:582-589 Management literature has consistently shown
that knowledge is the most important source of competitive advantage for a firm However it is still not clear
how knowledge can lead to competitive advantage and how firms can find strategies to leverage their
knowledge bases This study considers the strategic implications of knowledge depth and three knowledgesourcing strategies R&D strategic alliances and acquisitions The main and interaction effects of these factors
were tested in the context of the US technology firms The results confirmed the strategic role of knowledge
and external leveraging strategies We also found that technology firms with weak knowledge depth should
focus on internal R&D to accumulate knowledge in core technology areas while those with strong
knowledge depth should lower internal R&D intensity and shift their strategic resources to inter-firm
alliances and acquisitions.
Lindsay J, Hopkins M (2010) FROM EXPERIENCE: Disruptive Innovation and the Need for Disruptive
Intellectual Asset Strategy. Journal of Product Innovation Management 27:283-290
Disruption has
become a popular business term, yet it is often used so loosely as to convey almost nothing of substance.
Here a largely neglected factor is addressed: the role of intellectual assets in securing opportunities for or
averting threats from disruptive innovations. While the literature explains why the decision-making systems
in large established companies cause difficulty in responding effectively to disruptive innovation the
generation of intellectual assets (e.g., patents, publications, trademarks) typically is not subject to the same
cultural and structural barriers. Though it may be difficult to convince a business to invest millions in pursuit
of a speculative disruptive innovation, it is much easier for a small team to gain support in pursuing low-cost
intellectual assets in the name of mitigating potential threats. A two-pronged approach is proposed that
builds on the authors' experience at Kimberly-Clark Corporation in dealing with disruptive threats and
opportunities. The approach calls for generation of intellectual assets, often using small proactive teams, to
(1) protect an existing business by reducing competitive risks from disruptive innovation, including the risk
of new products with disruptive potential and the risk of associated competitive patents that might limit
one's response; and (2) prepare for future new and disruptive business opportunities that could be protected
or strengthened by the intellectual assets generated. Kimberly-Clark's growing experience with this approach
suggests that it may be a valuable component of one's strategy for innovation and protection of the business.
Linstone HA (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory
development?' Technovation 30:556-556
Linton JD (2010) Determining fit between research and journal with only two words-Some advice for young
researchers on publishing and reviewing. Technovation 30:551-553
Linton JD (2010) How do technology innovation management journals stack up against the Financial Times
45 - Impressively - and other notes. Technovation 30:483-484
Liu CG, Lian J, Yin Y, Li WJ (2010) Seru Seisan- An Innovation of the Production Management Mode in
Japan. Asian Journal of Technology Innovation 18:89-113
Seru Seisan also called beyond lean m many
Japanese manufacturing industries is an innovation of the production management mode in Japan Although
an increasing number of manufacturing enterprises in Japan have been adopting this strategy with great
success it is not popular among manufacturing enterprises and researchers out of Japan This paper provides
a brief introduction of Seru Seisan to promote the strategy worldwide First a report on the origin of Seru
Seisan and an analysis on its generation background are provided Second the differences between Seru
Seisan and the conventional cell production are shown The characteristics advantages and disadvantages of
Seru Seisan are also investigated A summary of the Seru modalities that appear during its evolution is
presented as well Finally, several key problems for further research on Seru Seisan are presented
Liu J, Chaminade C (2010) Dynamics of a technological innovator network and its impact on technological
performance. Innovation-Management Policy & Practice 12:53-74 This paper examines the dynamics of a
technological innovator network (TIN) of a state-owned textile company in underdeveloped southwest
China. It addresses two research questions: how the structure of the TIN evolved in the past 10 years; and
what impact it had on the technological performance of the firm. The case study reveals that the general
structure of the TIN and the positioning of the actors influence not only the amount of technological
innovations but also the predominant type (product versus process innovations). TINs that are adequate for
process innovation may not be as efficient for product innovation.
Lucena A (2010) The Organizational Designs of RD Activities and their Performance Implications:
Empirical Evidence for Spain. Industry and Innovation 18:151-176
Through a rich panel of Spanish
manufacturing companies, this study examines the hypothesis that the formation of inter-organizational
complementarities in RD depends on the type of alliance chosen by a firm to leverage its own RD. To test
this hypothesis, the study compares the capacity of different organizational designs of internal and external
RD activities to produce complementarities. The results indicate the existence of complementarities for
cases where firms combine their own RD with research collaboration. No complementarities are found for
cases where firms adopt both intramural and RD outsourcing jointly. Additionally, a comparison of the
factors driving choices on RD reveals that the use of oinnovation management practiceso and the presence
of otechnological opportunitieso relate more to the adoption of research collaboration than to the adoption of
RD outsourcing. These findings are relevant as they may explain the reported differences in the production
of complementarities.
Luke B, Verreynne ML, Kearins K (2010) Innovative and entrepreneurial activity in the public sector: The
changing face of public sector institutions. Innovation-Management Policy & Practice 12:138-153
This
paper investigates the drivers and facilitators of innovative and entrepreneurial activity in three New Zealand
state-owned enterprises (SOEs). Illustrative cases reveal that those aspects typically associated with
entrepreneurship, such as innovation, risk acceptance, pro-activeness and growth, are supported by a number
of other elements within the public sector context studied. These elements include external drivers related to
performance, including operational excellence and cost efficiency. They also comprise internal facilitators
such as a more flexible culture, an investment in people, a focus on branding, and the deliberate application
and transfer of knowledge. The implications are twofold. First, that innovation and entrepreneurship in the
public sector can go beyond government policy-making, with the SOE model representing an important
policy decision and sector of the New Zealand Government. And second, that the impact of several SOEs on
international markets suggests competition on the global stage will increasingly come from both public and
private sector organisations.
Maccoby M (2010) The 4 Rs of Motivation. Research-Technology Management 53:60-61
Maccoby M (2010) Learn Change Leadership from Two Great Teachers. Research-Technology
Management 53:68-69
MacGregor SP (2010) Unleashing Innovation: How Whirlpool Transformed an Industry. Journal of Product
Innovation Management 27:136-137
Maggioni MA, Uberti TE, Usai S (2010) Treating Patents as Relational Data: Knowledge Transfers and
Spillovers across Italian Provinces. Industry and Innovation 18:39-67
The paper applies a relational
perspective to patent data in order to investigate the characteristics of innovation flows within and across
103 Italian NUTS3 regions (province). In this way it is possible to use the CRENoS database on regional
patentingbuilt on EPO data spanning from 1978 to 2003to investigate the scientific and technological
orelationso among oinvention-creatingo and oinvention-adoptingo territories. In particular, patents are used
as relational data connecting inventors and applicants along a dual interpretation of a oknowledge
productiono and a oknowledge utilizationo function. In addition a gravity model is used to identify frictions
and attractions of the Italian innovation system. Analytical tools, such as social network analysis, spatial
econometrics and negative binomial estimation procedures, are used to map and measure the structure and
the evolution of a series of innovation sub-systems, both at territorial level (i.e. province) and at the industry
level (i.e. five specific industries, chosen according to the Pavitt's taxonomy, Footwear, Textiles, Machinery,
Personal Computers and Chemicals).
Malik K (2010) Principle Concepts of Technology and Innovation Management: Critical Research Models.
R & D Management 40:510-511
Mangan A, Fernandes S, Chapas R (2010) By-Product Synergy Projects: Regional Collaboration Engines
Driving Innovation. Research-Technology Management 53:5-6
Manniche J, Testa S (2010) Knowledge Bases in Worlds of Production: The Case of the Food Industry.
Industry and Innovation 17:263-284
This paper aims to contribute to research on the knowledge
dimension of industrial innovation and competitive advantage by combining two conceptual constructs that
are applied in growing but separate bodies of research. One, the so-called oSAS modelo, regards knowledge
bases of firms and distinguishes between Synthetic, Analytical and Symbolic knowledge. The second, the
oWorlds of Productiono construct, classifies firms according to differences in technologies and markets and
outlines four possible action frameworks within which companies operate and innovate. Combining these
conceptualizations seems to enrich analyses within both perspectives and provide a useful framework for
studies on knowledge dynamics in different economic contexts. Empirical evidence regarding knowledge
dynamics of two oalternative foodo producers is presented, indicating that symbolic knowledge which in
current literature is mainly delimited and described within cultural industries, may also be relevant for other
industries such as the alternative food sub-sector.
Maritz A (2010) Networking, entrepreneurship and productivity in universities. Innovation-Management
Policy & Practice 12:18-25 The importance of networking in fostering entrepreneurial activities has been
widely researched over the last decade. There is however limited evidence of the association between these
two constructs in a knowledge-based environment. As universities are under constant pressure to improve
the productivity of academic staff, we examine the role of social interaction in fostering entrepreneurial
activities. A web-based survey is implemented, facilitated by empirical analysis using correlation and
multiple regression to probe the relationship between these constructs. Whilst it can be concluded that the
constructs are all multidimensional, varying relationships were identified when statistically examining the
interrelations. Overall, there is a significant relationship between networking and productivity.
Entrepreneurship also portrays such significance, albeit varying between dimensions of autonomy,
innovativeness, risk taking, proactiveness and competitive aggressiveness.
Markham SK, Ward SJ, Aiman-Smith L, Kingon AI (2010) The Valley of Death as Context for Role Theory
in Product Innovation. Journal of Product Innovation Management 27:402-417 The purpose of this paper
is to define and explain the front end of product innovation as a discrete segment of development between
research and product development. The Valley of Death is used as a metaphor to describe the relative lack of
resources and expertise in this area of development. The metaphor suggests that there are relative more
resources on one side of the valley in the form of research expertise and on the other side by
commercialization expertise and resources. Within this valley a set of interlocking roles are examined that
move projects from one side to the other. The empirical methodology used in this study gathered data from
272 Product Development & Management Association (PDMA) members with extensive experience in the
front end of product development using a Web-based survey instrument. Extensive pretests with experienced
practitioners were conducted to develop the instrument. Results indicate that significant development takes
place before projects enter into a firm's formal product development process. The data also support the roles
of champion, sponsor, and gatekeeper as major actors that work together to develop and promote projects for
introduction into the formal process. Champions make the organization aware of opportunities by
conceptualizing the idea and preparing business cases. Sponsors support the development of promising ideas
by providing resources to demonstrate the project's viability. Gatekeepers set criteria and make acceptance
decisions. The data also reveal a dynamic interdependence between role players. It is concluded that the
Valley of Death is a productive tool for identifying and understanding a critical area of development that has
not been adequately addressed. This research finds a dynamic interplay between roles to accomplish tasks
that are not well understood in practice or the literature. The implications of this research are far-ranging. It
suggests that companies must understand the challenges in the valley, must develop the skills, and must
make resources available to master the front end of product innovation. Recognizing roles, providing
resources, and establishing expectations and accountability in this area of development become manageable
in light of these results. Theoretically, this research informs role theory of a dynamic set of relationships
previously treated as static. It also empirically investigates an area of product development where there is
limited data. This paper opens profitable inquiries by focusing on an area of development not adequately
researched yet drives the activities and investment made in subsequent steps of product development.
Martin MJC (2010) Selling Solar: The Diffusion of Renewable Energy in Emerging Markets. R & D
Management 40:209-210
Massini S, Perm-Ajchariyawong N, Lewin AY (2010) Role of Corporate-Wide Offshoring Strategy on
Offshoring Drivers, Risks and Performance. Industry and Innovation 17:337-371
In this study we
investigate the role of corporate offshoring strategy on offshoring decisions and performance. Based on 876
offshoring projects from 226 companies obtained by means of surveys conducted in the USA and Europe,
we examine the effect of offshoring strategy on factors influencing firms' views of offshoring, and the effect
of offshoring strategy on offshoring performance. Separate analyses were conducted for US and European
companies in order to explore any regional heterogeneity in offshoring. A comparative analysis between
companies with and without an offshoring strategy reveals that when making offshoring decisions, the
former consider a broader range of factors (drivers, risks and locations) as important compared to companies
without an offshoring strategy, suggesting association between offshoring strategy and managerial attention.
The results also indicate that the adoption of a corporate offshoring strategy has a significant positive effect
on cost savings achieved from offshore implementations, and that innovation activities have a significant
negative impact on cost savings, but only for European companies.
Mathews JA, Hu MC, Wu CY (2010) Fast-Follower Industrial Dynamics: The Case of Taiwan's Emergent
Solar Photovoltaic Industry. Industry and Innovation 18:177-202
The world is on the cusp of major
transformations of energy systems, with solar photovoltaic (PV) systems providing one of the most
promising alternatives to fossil fuels. Amongst the countries moving to take advantage of the new
production possibilities thus being opened up is Taiwan, employing in this new sector its characteristic
strategies of fast followership that it has perfected in earlier industrial shifts involving semiconductors, ICT
products and flat panel displays. This paper provides an interim assessment of Taiwan's early entry
strategies, involving a focus on mainstream crystalline silicon solar cells, as well as entry into emerging
niche sectors such as thin-film second-generation cells and concentrated solar cells utilizing novel
semiconductor materials. Taiwan firms' fast-follower strategies are highlighted and assessed in light of the
literature on industrial dynamics and catch-up processes generally. The paper makes a contribution to theory
in building nine propositions regarding fast followership, based on prior industrial experiences and this latest
episode in the solar PV industry. Taiwan's strategies as a model for China are discussed, while the paper
proposes Taiwan as an alternative to the oclosedo and oopeno models of photovoltaic diffusion identified for
Japan and the USA.
Mathews S (2010) Innovation Portfolio Architecture. Research-Technology Management 53:30-40
An
innovation portfolio, which is focused on early-stage ideas whose role in the overall strategy is still
evolving, is very; different from a project portfolio, which is focused on managing products in development.
Our company sought to implement an innovation portfolio program to manage the development of concepts
from initial idea to the front end of the project portfolio. The design of the innovation portfolio was
motivated by the desire to increase the number and quality of projects entering into the project portfolio
process. The innovation portfolio must allow for an evolving strategy as the most promising concepts
emerge, leveraged by incremental investments. Unlike a project portfolio, attrition in the innovation
portfolio will be very high, with concepts being shelved at each phase of analysis. The innovation portfolio
is still in the process of thorough evaluation, but initial results are encouraging.
Matsumoto M, Yokota S, Naito K, Itoh J (2010) Development of a model to estimate the economic impacts
of R&D output of public research institutes. R & D Management 40:91-100
This paper proposes a
modeling framework to estimate the economic impacts of R&D output of public research institutes. The
framework models the process of R&D output generating the economic impacts. The authors collect case
data of market-creation economic impacts originating from R&D output of the National Institute of
Advanced Industrial Science and Technology, Japan. On the basis of the case studies, the process of R&D
output generating economic impacts is modeled in the following four stages: (1) R&D output, (2)
technology transfer, (3) commercialization, and (4) market impacts. The model describes these stages using
six parameters. This paper presents the model and case studies, and discusses the application of the model.
Mattarelli E, Tagliaventi MR (2010) Work-Related Identities, Virtual Work Acceptance and the
Development of Glocalized Work Practices in Globally Distributed Teams. Industry and Innovation 17:415443
Technological advances and economic changes have enabled distant collaboration between
knowledge workers, and contributed to the increased use of globally distributed teams to accomplish
knowledge-intensive work. This paper presents exploratory research that aims to improve our understanding
of the interplay between multiple work identities and their effect on globally distributed teams' outcomes.
We compare two globally distributed teams in Western organizations offshoring RD activities towards
emerging countries. Our grounded model shows that acceptance of virtual work is facilitated when the
perception of different professional identities across sites is moderated by a shared organizational identity;
when managerial support promotes cultural integration and diffused knowledge about the strategic
objectives of virtual work; and when glocalized work practices are promoted and sustained over time. We
conclude with a discussion of theoretical and practical implications.
McAdam M, McAdam R, Galbraith B, Miller K (2010) An exploratory study of Principal Investigator roles
in UK university Proof-of-Concept processes: an Absorptive Capacity perspective. R & D Management
40:455-473
The increasing emphasis on academic entrepreneurship, technology transfer and research
commercialisation within UK universities is predicated on basic research being developed by academics into
commercial entities such as university spin-off companies or licensing arrangements. However, this process
is fraught with challenges and risks, given the degree of uncertainty regarding future returns. In an attempt
to minimise such risks, the Proof-of-Concept (PoC) process has been developed within University Science
Park Incubators (USIs) to test the technological, business and market potential of embryonic technology.
The key or the pivotal stakeholder within the PoC is the Principal Investigator (PI), who is usually the lead
academic responsible for the embryonic technology. Within the current literature, there appears to be a lack
of research pertaining to the role of the PI in the PoC process. Moreover, Absorptive Capacity (ACAP) has
emerged within the literature as a theoretical framework or lens for exploring the development and
application of new knowledge and technology, where the USI is the organisation considered in the current
study. Therefore, the aim of this paper is to explore the role and influence of the PI in the PoC process
within a USI setting using an ACAP perspective. The research involved a multiple case analysis of PoC
applications within a UK university USI. The results demonstrate the role of the PI in developing practices
and routines within the PoC process. These practices and processes were initially tacit and informal in nature
but became more explicit and formal over time so that knowledge was retained within the USI after the PIs
had completed the PoC process.
McNally RC, Cavusgil E, Calantone RJ (2010) Product Innovativeness Dimensions and Their Relationships
with Product Advantage, Product Financial Performance, and Project Protocol. Journal of Product
Innovation Management 27:991-1006 A considerable body of research informs the relationship of product
innovativeness with firm and environmental variables as well as the impact of product innovativeness on
product financial success. While providing significant insight, the extant literature exhibits conflicting
findings that raise questions as to how, specifically, product innovativeness contributes to product financial
performance. This study ties together several streams of research related to the product innovativeness
construct to enhance understanding of the product innovativeness-product financial performance
relationship. The product innovativeness construct is deconstructed by conceptualizing the relationships
among three dimensions of product innovativeness: technological discontinuity, marketing discontinuity,
and customer discontinuity. Product innovativeness is distinguished from product advantage, and the
relationships among product innovativeness dimensions, product advantage, and product financial
performance are empirically tested. The results reveal that, indeed, product innovativeness consists of three
separate dimensions that exhibit no or moderate correlations with product advantage. Furthermore, product
advantage positively and marketing discontinuity negatively influence product financial performance.
Finally, the study also examines how project protocols impact the product innovativeness dimensions.
Project protocols, also known as product definitions, describe the general parameters a new product should
exhibit (i.e., target segments, product functions and features, base technology, pricing, communication and
distribution channels, and required resources) as well as the priorities of the general parameters. Because
they guide product design and set priorities and have been found to be a dominant driver of product financial
performance, project protocols are important. The present study enhances understanding of how project
protocols influence the dimensions of product innovativeness, finding that project protocols positively
impact product financial performance indirectly through product advantage and marketing discontinuity.
McNamee RC, Schoch N, Oelschlaeger P, Huskey L (2010) Collaboration Continuum: Cultural and
Technological Enablers of Knowledge Exchange. Research-Technology Management 53:54-57
Mehlman SK, Uribe-Saucedo S, Taylor RP, Slowinski G, Carreras E, Arena C (2010) Better Practices for
Managing Intellectual Assets in Collaborations. Research-Technology Management 53:55-66
Firms
moving to a model in which they complement their internal innovation of efforts with innovation from
external sources need to manage their intellectual property carefully. This requires careful internal alignment
and appropriate negotiations of non-disclosure and joint development agreements, at times that are
appropriate for maintaining IP rights. Moving too soon can expose the firm to contamination, but waiting
too long (while negotiating agreements) can result in a loss of the fruits of the collaboration. Likewise, the
timing of negotiating commercial terms is a critical decision as the market-facing firm has more power new
technology is demonstrated. But the power shifts once a technology is demonstrated, and spending time
negotiating commercial terms for unproven technology can waste scarce resources.
Mehra K, Joshi K (2010) The enabling role of the public sector in innovation: A case study of drug
development in India. Innovation-Management Policy & Practice 12:227-237 The paper explores the role
of various actors and their interactions in biotechnology based antifungal drug development within the
perspective of National Innovation Systems. It portrays the type of involvement of differential actors, their
linkages and how such relationships evolve. It also analyses the role of decision makers (as individuals) in
the ambit of organizational and institutional settings in influencing the innovation process. The case
confirms the key role played by the public sector in facilitating the successful commercialization of
indigenously developed drug.
Meyer MH, Marion TJ (2010) Innovating for Effectiveness: Lessons from Design Firms. ResearchTechnology Management 53:21-28
Product and business innovation are integral to corporate growth.
Insights into improving the design and development process can help achieve better innovation outcomes.
We report the findings of a study of design firms including IDEO and Continuum that are recognized as
standard bearers for innovation. We found that these firms use special approaches to innovation that include
team structure, governance, and milestone planning processes. We synthesize the findings into five lessons
for the R&D manager: apply user-centered design, define the innovation opportunity space strategically, use
agile prototyping, establish communities of practice, and avoid rigorously gated management processes. We
offer strategies for implementing these lessons in the R&D organization.
Meyer MH, Marion TJ, Crane FG (2010) Selling Innovation to the C-Suite. Research-Technology
Management 53:15-20
Minshall T, Mortara L, Valli R, Probert D (2010) Making "Asymmetric" Partnerships Work. ResearchTechnology Management 53:53-63
"Asymmetric" partnerships between technology-based start-ups and
large firms represent one route by which an open innovation strategy can be implemented. Asymmetric
partnerships can provide benefits to both resource-constrained start-ups and capability-rich larger firms.
However, there are numerous management challenges to the successful setup and management of such
partnerships. Valuable management lessons can be learned from the experience of entrepreneurs, managers,
investors, and lawyers involved in successful and failed asymmetric partnerships.
Mitchell R, Hunt F, Probert D (2010) Valuing and Comparing Small Portfolios. Research-Technology
Management 53:43-54
OVERVIEW: Many of the tools used in valuing and selecting projects are
justifiably applicable only to large portfolios because they assess value by using statistical concepts, such as
probability, mean and risk. However portfolios are seldom large enough for this to be valid. Nevertheless, it
is possible to compare projects and select a small portfolio in a simple and logically-defensible way by
appropriately analyzing the distribution of outcomes that can be predicted for each project. Each project is
regarded as a wager where the possibility of outcomes worse than a benchmark ("Down') is placed against
the possibility of above-benchmark performance ("Up'). Projects are selected on the basis of the (suitably
defined) ratio of Up/Down until the risk budget is used up. No subjective balancing of "risk" and "reward" is
involved. The approach is simple and logical although it requires an uncomfortable change of perspective.
Mnisri K (2010) The Routledge Companion to Creativity. R & D Management 40:432-432
Moenaert RK, Robben H, Antioco M, De Schamphelaere V, Roks E (2010) Strategic Innovation Decisions:
What You Foresee Is Not What You Get. Journal of Product Innovation Management 27:840-855
This
research attempts to (1) identify the factors that influence strategic decision making (i.e., a choice made
among various strategic options), and (2) establish their relative importance in the context of new product
development. Hence, this study's research question is formulated as follows: from a descriptive perspective
what factors prevail in managers' strategic decision making on new product development, and from a
normative perspective is this behavior optimal? An exploratory case research study generated a fourdimensional framework of strategic decision making. In 17 companies, the decision-making processes and
subsequent implementation of 22 business innovation projects were studied. Managers' choices are
determined by the assessment of (1) the business opportunity, (2) the feasibility, (3) the competitiveness, and
(4) the leverage opportunities provided by the strategic option. The research question was then further
addressed in a field site survey of 144 managers of ChemCorp, a global, multidivisional chemicals company.
The ex ante conjoint study shows that feasibility and business opportunity prevail over competitiveness and
leverage at the decision-making moment. Using PLS-Graph revealed that a manager's idiosyncrasies and the
current and the future context of the division to which they belonged barely affected the relative weight of
the decision-making criteria: only the division's customer power and the threat of new entrants significantly
influence positively the support for business opportunity assessments. This raised an important question: if
feasibility and business opportunity appear as being, overall, the two most important strategic decisionmaking criteria ex ante, are they key differentiators between success and failure ex post? An ex post critical
incident study was conducted on 75 successful innovations and 69 failed innovations reported by the
ChemCorp respondents. Using PLS-Graph, this study shows that the competitiveness of a strategic option is
a very important predictor of new project success. While the findings await replication in other industries
(e.g., industries of a less capital-intensive nature), they are intriguing: strategic innovation decision making
may be off track when reality is accounted for.
Moon J, Swar B, Choe YC, Chung M, Jung GH (2010) Innovation in IT outsourcing relationships: Where is
the best practice of IT outsourcing in the public sector? Innovation-Management Policy & Practice 12:217226 In recent years IT outsourcing has evolved from a formal contractual-based practice to a relationshipbased practice. This new practice is viewed as an innovation in IT outsourcing in the public sector. The main
goal of this study is to conduct an empirical investigation on IT outsourcing projects in the public sector to
examine the best IT outsourcing practices from the relationship perspective. A four outsourcing relationship
types (FORT) framework is applied to 178 IT outsourcing projects initiated by 56 different government
organizations in Korea. Data shows that the best practice of IT outsourcing in the public sector can be
achieved when strategic impact of the outsourced IT is highest and the extent of substitution by the vendor is
large but not fully substituted This finding can be explained in terms of government organization's fear of
loss of control and conservative organizational culture.
Mortara L et al. (2010) Developing a Technology Intelligence Strategy at Kodak European Research: Scan
& Target. Research-Technology Management 53:25-+
Kodak European Research (KER) developed a
strategy for technology intelligence based on a theoretical model developed by Kerr et al. (2006). KER
scouts designed and implemented a four-step approach to identify relevant technologies and research centers
across Europe. Africa and the Middle East. The approach provides clear guidance for integrating web
searches, scouting trips, networking and interactions with intermediaries. KER's example illustrates how
companies can organize themselves to look outside corporate boundaries in search of technologies relevant
for their business. The approach may be usefull to those in other companies who have been asked to start a
technology intelligence activity.
Mote J (2010) Syndication, Networks and the Growth of Venture Capital in Philadelphia, 1980-99. Industry
and Innovation 18:131-150
This paper explores the use of venture capital syndication among venture
capital firms in the Philadelphia region from 1980 to 1999. The central question in the analysis is the extent
to which regional actors have embraced a new type of investing. To explore this question, the paper looks at
the distribution of syndication ties, that is, patterns of co-investment among venture capital firms. In
particular, the analysis explores patterns of syndication and network structure among venture capital firms to
identify not only the extent of syndication but also cliques and clusters among syndication partners. The
analysis utilizes an extensive database consisting of venture capital disbursements and investments in the
Philadelphia region from 1980 to 1999. The paper finds that the use of syndication among Philadelphia
venture capital firms was limited in nature. Although Philadelphia venture capital firms syndicated
extensively with venture capital firms from outside the region, syndication among partners tended to be
highly parochial. In addition, the emergence of a dominant clique of venture capital firms is documented,
and their impact is discussed.
Mulenburg G (2010) Work Breakdown Structures: The Foundation for Project Management Excellence.
Journal of Product Innovation Management 27:779-781
Muller-Seitz G, Reger G (2010) Networking beyond the software code? an explorative examination of the
development of an open source car project. Technovation 30:627-634
At present several initiatives have
emerged that claim to be innovative while acting according to the mechanisms of open source software
(OSS) a field frequently deemed to be a role model for open innovation Against this background this study
focuses on a case study of the development of an automobile Based on a commons-based peer productionInformed perspective we show that this project displays a variety of characteristics that are usually
associated with OSS projects In particular parallels can be drawn between the intrinsic and extrinsic
motivations the ability to broadcast ideas due to the virtual nature of the tasks and the self-selection of tasks
due to their modular nature The drawing of such parallels however must be done cautiously because diverse
factors such as opportunity costs regulations and feasibility studies limit the applicability of OSS principles
to this non-software related network of dispersed voluntary contributors within a commons-based peer
production framework Herein we attempt to clarify how OSS projects can and cannot work as role models
for open innovation in the automotive as well as other product-oriented industries.
Nakata C, Im S (2010) Spurring Cross-Functional Integration for Higher New Product Performance: A
Group Effectiveness Perspective. Journal of Product Innovation Management 27:554-571
Spurring
integration among functional specialists so they collectively create successful, or high-performing, new
products is a central interest of innovation practitioners and researchers. Firms are increasingly assembling
cross-functional new product development (NPD) teams for this purpose. However, integration of team
members' divergent orientations and expertise is notoriously difficult to achieve. Individuals from distinct
functions such as design, marketing, manufacturing, and research and development (R&D) are often
assigned to NPD teams but have contrasting backgrounds, priorities, and thought worlds. If not well
managed, this diversity can yield unproductive conflict and chaos rather than successful new products. Firms
are thus looking for avenues of integrating the varied expertise and orientations within these cross-functional
teams. The aim of this study is to address two important and not fully resolved questions: (1) does crossfunctional integration in NPD teams actually improve new product performance; and if so, (2) what are
ways to strengthen integration? The study began by developing a model of cross-functional integration from
the perspective of the group effectiveness theory. The theory has been used to explain the performance of a
wide range of small, complex work groups; this study is the first application of the theory to NPD teams.
The model developed from this theory was then tested by conducting a survey of dual informants in 206
NPD teams in an array of U. S. high-technology companies. In answer to the first research question, the
findings show that cross-functional integration indeed contributes to new product performance as long
conjectured. This finding is important in that it highlights that bringing together the skills, efforts, and
knowledge of differing functions in an NPD team has a clear and coveted payoff: high-performing new
products. In answer to the second question, the findings indicate that both intra-(or internal) and extra-(or
external) team factors contribute and codetermine cross-functional integration. Specifically, social cohesion
and superordinate identity as internal team factors and market-oriented reward system, planning process
formalization, and managerial encouragement to take risks as external team factors foster integration. These
findings underscore that spurring integration requires addressing the conditions inside as well as outside
NPD teams. These specialized work groups operate as organizations within organizations; recognition of
this in situ arrangement is the first step toward better managing and ensuring rewards from team integration.
Based on these findings, managerial and research implications were drawn for team integration and new
product performance.
Nikulainen T, Palmberg C (2010) Transferring science-based technologies to industry-Does nanotechnology
make a difference? Technovation 30:3-11 Nanotechnology is argued to be a potential engine for economic
growth in the 21st century due to its general purpose technology-related characteristics. These enormous
expectations find expression mostly in large public R&D expenditures and increasing numbers of scientific
publications suggest these. This paper aims to clarify some aspects of these expectations by investigating
whether nanotechnology relates to unique motivations, interactions, challenges and outcomes when
commercializing scientific knowledge. By identifying these aspects, we aim to establish whether there is a
need for nanotechnology-specific policies to facilitate nanotechnology transfer from universities to firms.
We use individual-level survey data covering university researchers in the Finnish nanotechnology
community. The results suggest that the university researchers more active in nanotechnology are endowed
with motivations, show interactions and face challenges which are different from other disciplines.
Niosi J (2010) Rethinking science, technology and innovation (STI) institutions in developing countries.
Innovation-Management Policy & Practice 12:250-268
Developing countries need appropriate science,
technology and innovation (STI) policies in order to absorb, diffuse and master advanced knowledge that
fosters growth. They also need them in order to nurture new dynamic sectors. In many developing countries,
public expenditures on R&D are invested in university research and public laboratories. Industrial R&D is
most often lagging behind, in spite of several government incentives. Business expenditures on R&D
(BERD), as a consequence, are small in absolute terms and as a percentage of GDP The paper suggests that
several factors explain this situation, including badly designed incentives, reduced government commitment
to these incentives, lack of appropriate vertical STI policies, and high levels of causal ambiguity around
specific policy incentives. This paper argues that increased government commitment, policy evaluation and
the implementation of vertical STI policies aimed at creating new sectors can solve the technological
stalemate.
Noble CH, Kumar M (2010) Exploring the Appeal of Product Design: A Grounded, Value-Based Model of
Key Design Elements and Relationships. Journal of Product Innovation Management 27:640-657 Product
design is increasingly being recognized as an important source of sustainable competitive advantage. Until
recently, the domain of design has been loosely categorized as "form and function'' issues. However, as this
paper will explore, product design deals with a much richer range of issues, many of which have not been
considered in the marketing literature. To explore the domain and elements of design, the paper begins with
two major goals: (1) to elicit the key dimensions of design and to develop an enriched language for the
understanding and study of design; and (2) to integrate the design dimensions within a broader model that
ties initial design goals to eventual psychological and behavioral responses from consumers. To achieve
these ends, grounded theory development is used by conducting an extensive literature review, in-depth
interviews, and an interactive object elicitation technique. Drawing from this rich source of qualitative
information as well as diverse literature fields, a framework is proposed for the creation of design value in
consumer products. This framework not only explores the domain of design but also highlights the important
elements of design that go well beyond the cliched form and function issues. The resulting model reflects
specific marketplace and organizational constraints that may help or impede the conversion of designer
goals to so-called design levers. These levers are used to convey three types of values to consumers:
rational, kinesthetic, and emotional. The framework then explains how and when these different values may
be perceived by the consumer. Within this framework, testable research propositions and specific directions
for future design-based research are also offered. Beyond its potential to spur marketing and new product
development (NPD) management thought, the framework offered here represents a significant contribution
to the field of design, which has historically been represented as a highly fragmented body of knowledge.
Formalizing this framework should help overcome perhaps the largest obstacle to date to marketing-related
and NPD-related research in this area-the lack of a detailed and consistent nomological view of the scope of
design dimensions including testable linkages. Design has become an important tool that can be used by
managers to develop dominant brands with lasting advantages. This research lends the NPD manager and
the marketing manager better insights in into how this increasingly popular focus can be used to influence
consumer behavior and firm success.
Numata S, Oguchi S, Yamamoto Y, Imura H, Kawakami K (2010) Medical device development in crisis: A
movement for technology innovation in health and medicine in Japan. Innovation-Management Policy &
Practice 12:330-336
Japan is currently confronting a serious decline in medical device innovation. We
identified some of the many barriers posed by the current clinical development system in Japan, as they
relate to academia, industry and regulatory agencies: a scarcity of medical engineering and bioengineering
scientists, two separate categories of clinical trials in Japan, a high level of uncertainty in any R&D
schedule, leading to stagnation in the development of medical devices. We propose a new clinical
development system (CDS) to stimulate medical device development in Japan, with a central body to
facilitate the CDS process with appropriate coordination of interdisciplinary and translational research, and
through rational public finding arrangements. With the recommendations, a new organization (Council on
Health Research Promotion) has been established in the cabinet of office of japan, and is expected to work
in an effective and efficient manner.
Oh D, Kim Y, Ahn H (2010) An Analysis of International Cooperation in the Public Research and
Development Programs of Korea. Asian Journal of Technology Innovation 18:43-67 This paper describes
the characteristics of international cooperation (IC) in public research and development (R&D) programs
organized by the Korean government In particular using quantitative data it analyzes differences in research
output between the R&D programs that are specifically designed by the government to promote IC and the
general government funded R&D programs One of the most remarkable findings is that IC occurs most
frequently in basic research and technology areas where Korea has either relatively low or high
technological advancement In addition there is a positive relationship between IC and the research output In
conclusion we also draw policy implications regarding international public R&D cooperation practices in
Korea
Oh JB, Park C (2010) Reform of the Patent Rights System and Its Impact on R&D Activities in Korea: The
Case of the Electronics Industry. Asian Journal of Technology Innovation 18:183-200
This paper
examines whether the 1994 Korean patent reform effectively induced more R&D activity in the Korean
electronics industry using unbalanced panel data from 1990-2006. The empirical results show no evidence
that the patent reform stimulated increased R&D activity, and that the observed increase of R&D investment
is mostly attributable to firm-specific characteristics, including firm size, capital intensity, and competitive
pressure or technological opportunities from other firms' R&D investments within the industry. Small firms,
however, are more responsive to competitive pressure or technology opportunity than large firms.
Ohly S, Kase R, Skerlavaj M (2010) Networks for generating and for validating ideas: The social side of
creativity. Innovation-Management Policy & Practice 12:41-52
In recent years, research has recognized
that creativity is a social process. By communicating with others, individuals get access to novel
perspectives and unique knowledge, and they can get political support for their ideas by ensuring that they
meet others' standards. Based on the different function of idea-related communication, we expected the
structure of idea-generation networks to differ from that of idea-validation networks. Specifically, we
expected different effects of leadership status and tenure. Our results indicated some differences in the
structure of the two networks. This leads to the recommendation that future research on idea-related
communication and creativity needs to distinguish the different phases of the creative process.
Olausson D, Berggren C (2010) Managing uncertain, complex product development in high-tech firms: in
search of controlled flexibility. R & D Management 40:383-399
This paper investigates ways of
managing complexity and uncertainty in R&D simultaneously. Previous research on the subject indicates
that these dimensions require different approaches, but these studies tend to provide suggestions either on
managing complexity in stable industries or on handling uncertainty in less complex projects. In this paper,
the two dimensions are studied simultaneously in three commercial product development projects at a firm
that may be viewed as an extreme case of complexity and with multiple dimensions of uncertainty. The
paper illustrates that a critical issue in this kind of high-tech development is the search for and development
of approaches that integrate and balance needs for formal organizational control with high levels of project
flexibility. Four key elements of such integrated approaches are identified: hybrid formal systems, structured
interaction in public arenas, transparent visual communication tools, and a system of participative reflection.
Paier M, Scherngell T (2010) Determinants of Collaboration in European R & D Networks: Empirical
Evidence from a Discrete Choice Model. Industry and Innovation 18:89-104 This paper focuses on inter-
organizational RD collaborations as captured by joint research projects funded within the European
Framework Programmes for Research and Technological Development (EU-FPs). We identify determinants
of collaboration, including actor characteristics, relational and network effects as well as geographical
effects by means of a discrete choice model. Using data on EU-FP projects from the EUPRO database and
from a representative survey of participants, we produce statistically significant evidence that collaboration
choices in EU-FPs are primarily facilitated by prior acquaintance, thematic proximity and geographical
proximity. Also, network effects are significantly related to collaboration choice. Moreover, the study shows
that the impact of geographical effects increases for more intensive collaboration. The results are promising
since a deeper understanding of these collaboration processes is needed for future governance of research
policies in the EU.
Pal SS (2010) Determinants of Innovative Behaviour: A Firm's internal Practices and Its External
Environment Edited by Cees van Beers, Alfred Kleinknecht, Ronald Ortt, and Robert Verburg. Journal of
Product Innovation Management 27:455-457
Park G, Kang J (2010) Entry Conditions, Firm Strategies and Their Relationships to the Innovation
Performance of an Emerging Green Industry The Case of the Solar Cell Industry. Asian Journal of
Technology Innovation 18:21-42
This paper examines the multidimensional effects of entry conditions
and firm strategies m the emerging solar cell industry It extends prior research on entry conditions
specifically entry timing and entry size There has been a noteworthy lack of empirical evidence on the
relationship between entry conditions and firm strategies To fill the gaps in extant research on entry
conditions this paper investigates whether entry timing and size have any effect on innovation performance
and how firm strategies such as collaboration and technology portfolio after entry strengthen or weaken
these effects Results suggest that entering the market earlier than competitors consistently works more
beneficially for innovation performance than does firm size Furthermore empirical results reveal that after
market entrance collaboration strategy of the firm is positively related to innovation performance However
any positive effect of collaboration is relatively diminished for early entrants In contrast, the effect holds
true for late entrants who require aggressive collaboration Building a technology portfolio has a negative
relationship on innovation performance and such influence is more evident in late entrants
Parry ME, Ferrin PF, Gonzalez JAV, Song M (2010) PERSPECTIVE: Cross-Functional Integration in
Spanish Firms. Journal of Product Innovation Management 27:606-615 Published studies of new product
development in Spain provide conflicting evidence regarding the role of cross-functional integration in new
product success. One possible explanation for these results is the use of idiosyncratic scales for measuring
the level of cross-functional integration. This study adopts the scale items used in a previous study and
replicates that research process using data collected from managers of 134 Spanish companies involved in
new product development. Findings confirm the appropriateness of these scales in a Spanish context and the
importance of cross-functional integration to new product success in Spanish firms. No support is found for
the hypothesis that participative management is positively correlated with the level of cross-functional
integration. Cross-functional integration is found to be negatively related to goal incongruity and positively
related to top- management support for integration.
Parry ME, Song M (2010) Market Information Acquisition, Use, and New Venture Performance. Journal of
Product Innovation Management 27:1112-1126
A substantial body of existing research has linked firm
performance to the acquisition and use of customer, competitor, and other market information. This paper
examines the impact on new venture performance of formal processes for market information collection and
use. This study hypothesizes that new venture performance will be an increasing function of both market
information and use. Two moderator hypotheses are also tested. In particular, it is expected that the impact
of formal market information processes will be greater in market-driven new ventures than in technologydriven new ventures. These hypotheses were tested using data collected from 222 Chinese new ventures.
The empirical analysis confirms the positive role of formal processes in new venture performance. However,
the analysis does not support the moderator hypotheses. This study finds that (1) formal processes for
information acquisition are equally important in technology-driven and market-driven firms and (2) formal
processes for information use have a greater impact on new venture performance in technology-driven firms
than in market-driven firms.
Peng L, Finn A (2010) Whose Crystal Ball to Choose? Individual Difference in the Generalizability of
Concept Testing. Journal of Product Innovation Management 27:690-704
The product development
literature has identified several individual characteristics that could influence how subjects respond to new
products in concept tests. Few of these characteristics have been thoroughly investigated. The purpose of
this research is to examine whether a number of personality traits (1) do influence concept evaluation scores
and (2) can be used to identify respondents who provide substantially higher-quality data in concept testing
and whether the answers to these questions change for major versus minor innovations. The data quality of
the concept testing data is defined using the generalizability theory, which provides a decision-specific Gcoefficient. Higher quality means a G-coefficient closer to 1 for a particular managerial decision. A Webbased study to concept test 10 appliance innovations on multiple occasions was conducted among 105
panelists from the Institute for Online Consumer Studies (IOCS). During the concept testing, respondents'
innovativeness, change-seeking tendency, and propensity to exert cognitive effort were also measured. The
results showed that the respondent characteristics influence the mean evaluation of the concepts and the
psychometric quality of the concept testing data: (1) there is a significant linear relationship between
concept scores and all of the innovativeness scales and change-seeking measures; (2) the effect of
innovativeness on concept testing outcomes is even more substantial for major innovations than for minor
innovations; (3) the study provides evidence that the quality of concept testing data provided by respondents
varies substantially with their innovativeness, whereas the differences are more modest when scaling just
minor innovations; (5) there are also strong effects on data quality for the Need to Evaluate scale used to
capture cognitive effort characteristics; and (6) there is little effect of segmenting on social desirability on
data quality. Managerially, the current results indicate that a product manager wanting to concept test a pool
of appliance concepts can benefit from screening for the respondents who will provide higher-quality
concept testing data. For example, respondents who are high on domain-specific innovativeness provide the
highest-quality concept testing data for both minor and major innovations. The effects of traits are stronger
for major innovations, supporting the claim that subject selection is a more critical issue in concept testing of
major innovations. Product managers can improve the quality of their concept testing data without an
increase in cost by screening the subjects they use in concept testing.
Peng L, Finn A (2010) How Cloudy a Crystal Ball: A Psychometric Assessment of Concept Testing. Journal
of Product Innovation Management 27:238-252
Although traditional and conjoint forms of concept
testing play an important role in the new product development process, they largely ignore data quality
issues, as evidenced by the traditional reliance on the percent Top-2-Box scores heuristic. The purpose of
this research is to reconsider the design of concept testing from a measurement theory (generalizability
theory) perspective and to use it to suggest some ways to improve the psychometric quality of concept
testing. Generalizability theory is employed because it can account for the multiple facets of variation in
concept testing, and it enables a concept test to be designed to provide a required level of accuracy for
decision making in the most effective way, whether the purpose of measurement is to scale concepts or
something else, such as to scale respondents. The paper identifies four types of sources-concept-related
factors, response task factors, situational factors, and respondent factors-that can contribute to the observed
variation in concept testing and develops six research propositions that summarize what is known or
assumed about their contribution to observed score variance. Four secondary data sets from different
concept testing contexts are then used to test the propositions. The results provide new insights into the
design of concept tests and the psychometric quality of the concept testing data: (1) the concepts facet is not
a major contributor to response variation; (2) of the response task factors, concept formulations are a trivial
source of variance, but items are not always a trivial source of variance; (3) the situational factors that are
investigated are trivial sources of variance; (4) respondents are always a major contributor to the total
variation; (5) concepts by respondents are not always a major contributor and the other interactions are often
not trivial; and (6) residual error is always a major source of variance. Additionally, the analyses of the
secondary data sets enable some useful managerial conclusions to be drawn about the design of concept
testing. First, the sample size needed to reliably scale concepts depends on the types of concepts being
tested. Second, averaging over items provides considerably more reliable information than relying on a
single item. Third, which specific item performs best is inconsistent and very context specific. The popular
purchase intention item is never the best single item to use. Fourth, not much is gained by sampling levels of
the response task factors. Finally, concept testing should be designed to meet the needs of specific
managerial tasks.
Penin J (2010) On the Consequences of Patenting University Research: Lessons from a Survey of French
Academic Inventors. Industry and Innovation 17:445-468
This paper focuses on the consequences of
patenting university research. It presents the results of a survey on 280 French academic inventors, that is,
French university professors who are also designated as inventors in at least one European patent. This
survey provides new insights into the effect of university patenting on the commercialization of university
inventions, the transfer of scientific research, the incentives to do basic research and the access to upstream
knowledge. In particular, the study suggests that patenting university research can, on the one hand,
facilitate the transfer of technology from university to industry, especially in the fields of life sciences and
pharmaceuticals. On the other hand, it almost systematically delays the publication of research findings, thus
hindering the dissemination of scientific knowledge.
Petrick IJ (2010) Innovate the Future: A Radical New Approach to IT Innovation. Research-Technology
Management 53:67-68
Poetz MK, Prugl R (2010) Crossing Domain-Specific Boundaries in Search of Innovation: Exploring the
Potential of Pyramiding. Journal of Product Innovation Management 27:897-914
For many years, it has
remained unquestioned that developing innovation mainly happens within the boundaries of organizations'
own research and development (R&D) or marketing departments, that is, an activity based on using or
reusing local expertise. The negative effect of this local search behavior on the novelty of the outcome,
however, is one of the reasons researchers and innovation managers are increasingly discussing the idea of
opening up innovation processes by drawing on external problem solvers. In particular, problem solvers
located in contextually distant but analogous domains (i.e., domains linked by similar problems) are capable
of contributing to overcoming local search bias: as they do not suffer from functional fixedness but
experience a similar (i.e., analogous) problem, they are capable of coming up with highly novel solutions. In
theory, a recently introduced search approach known as pyramiding holds great potential for crossing
domain-specific boundaries and identifying problem solvers from contextually distant domains. Although
initial practical applications of this search method, for example, in the course of applying the lead user
method, provide anecdotal evidence, systematic research on the potential of pyramiding for crossing
domain-specific boundaries is still lacking to date. This study addresses this gap by analyzing 1,147
interviews conducted in the course of pyramiding search processes in eight lead user studies. The study
found that pyramiding is an apt means of systematically crossing domain-specific boundaries: more than one
third of those interviewees who were able to provide a valid referral in their interview performed the
creative task of referring into one or more analogous domains previously unknown to the searching
organization. The interviewees' levels of expertise as well as their domain origins influence the likelihood of
a domain-crossing referral. Moreover, the type of industry in which the search field is located is found to
moderate the effect of expertise on the likelihood of a referral into an analogous domain.
Pohl H, Elmquist M (2010) Radical innovation in a small firm: a hybrid electric vehicle development project
at Volvo Cars. R & D Management 40:372-382
The potential paradigmatic shift in technology from the
internal combustion engine to electric propulsion via hybrid electric vehicles (HEVs) has been addressed by
most automakers, and has produced very different outcomes. This paper uses the framework of core
capabilities to discuss how the small automaker, Volvo Cars, made substantial progress in its HEV
development using an approach based on limited resources and a low risk. A comparison with Toyota's
successful but very resource-demanding Prius project reveals some factors contributing towards rapid
development in a context of limited resources, including focused project objectives, tight collaboration with
suppliers of the new technologies, reuse of existing technologies and an unaggressive, bottom-up approach
to change the firm's values and norms and other core capability dimensions. This paper provides an
empirical illustration of how a small company in a mature industry worked with radical innovation in a
development project drawing on the combination of organizational slack, entrepreneurial employees and an
extensive use of external (knowledge) suppliers.
Potts J (2010) Innovation by elimination: A proposal for negative policy experiments in the public sector.
Innovation-Management Policy & Practice 12:238-248
A new approach to public sector innovation is
proposed here that amounts to 'innovation by doing less' or innovation by experimental elimination. This
approach seeks a systematic and rigorous methodology, drawing upon the literature of policy experiments
and evidence-based policy, to develop ways of reducing government or public services under experimental
conditions. This model reverses the normal experimental and control groupings, where the experimental
group consists of a negative policy or strategic elimination and the control group is the regular public sector
service. This is proposed as an experimental methodology to procedurally down-size or slow the growth of
the public sector in a scientifically robust manner that is, in effect, public sector innovation in reverse.
Potts J, Kastelle T (2010) Public sector innovation research: What's next? Innovation-Management Policy &
Practice 12:122-137
This paper introduces the analytic context of public sector innovation studies along
with an overview of the nine papers in this volume. But it also seeks to advance a new research agenda in
public sector innovation studies from the economic perspective of the incentives to innovation in the public
sector. This argues for a practical model of public sector innovation that is less about imitation of the market
sector or other public sector best practice and more cognizant of the scientific method of randomised
controlled experiments.
Powell BC (2010) Equity carve-outs as a technology commercialization strategy: An exploratory case study
of Thermo Electron's strategy. Technovation 30:37-47 New ventures have advantages in commercializing
some emerging technologies, especially disruptive technologies. To the extent that incumbent firms can
imitate these advantages, they can create ontogenic capabilities. This study examines a very rare type of
ontogenic capability for which there is promising theoretical support-the use of equity carve-outs to
commercialize emerging technologies. Only one company, Thermo Electron, has implemented an articulated
or formal strategy for technology carve-outs. This paper presents an exploratory case study of Thermo's
carve-out strategy that explains why the strategy failed and how technology carve-outs could be made
feasible. If used as a temporary way station for technologies until their relatedness and economic potential
are resolved, technology carve-outs Could be an important tool in technology companies' portfolios of
commercialization strategies.
Prabhu J (2010) The Internationalization of Small Firms: A Strategic Entrepreneurship Perspective,
Shameen Prashantham. Technovation 30:482-482
Prodan I, Drnovsek M (2010) Conceptualizing academic-entrepreneurial intentions: An empirical test.
Technovation 30:332-347
Policy makers are increasingly recognizing the catalytic role of academics'
spin-off companies in a national economy, which derives from their innovativeness that result in new value
generation, and job creation. Although research on academics' spin-off companies has been increasing,
knowledge gaps exist as to the specific determinants and processes that characterize the emergence of
academics' entrepreneurial intentions that lead them to spin off companies. This research aims to fill this
gap. Drawing from psychological and entrepreneurship research on intentionality, the authors propose a
conceptual model of academics' entrepreneurial intentions. They empirically test the model using structural
equation modeling and a robust data set collected in two European academic settings to guide future
research on this important topic.
Radeka K (2010) The Principles of Product Development Flow: Second Generation Lean Product
Development. Journal of Product Innovation Management 27:137-139
Rasiah R, Kaur K, Kumar A (2010) Does Firm Size Matter in Export, Technology, and Marketing Activities
of Indian Garment Firms? Asian Journal of Technology Innovation 18:45-71
This article examines
statistical differences in export, technological, and marketing intensities between large enterprises (LEs),
and small and medium enterprises (SMEs) in the garment manufacturing industry in India. Results show that
SMEs enjoy higher export and research and development (R&D) intensities than LEs even after controlling
for ownership, wages, and age. Compared with SMEs, LEs enjoy higher technological (including human
resource and process technology) and marketing intensities even after controlling for ownership, wages, and
age. Despite showing lower technological and marketing intensities, SMEs are characterised by a positive
and strong relationship between their export intensity, and R&D and marketing intensities. Despite enjoying
higher technological and marketing intensities, LEs show a modest relationship between their export
intensity, and R&D and marketing intensities. Results also suggest that SMEs are more strongly integrated
with the global garment value chains as outsourcing firms compared with LEs.
Ratinho T, Henriques E (2010) The role of science parks and business incubators in converging countries:
Evidence from Portugal. Technovation 30:278-290 Researchers and economic development professionals
have linked the technology transfer and high-tech firm output from science parks (SP) and business
incubators (BI) to economic growth, as well as job and wealth creation in developed and developing
countries Yet little has been said about their role in converging economies, such as Portugal. The authors
analyse the population of the Portuguese SPs and BIs in promoting economic growth using the case study
method. Further, the authors search for the success factors of Portuguese SPs and BIs This initial study
suggests a modest contribution of SPs and BIs to economic growth in Portugal Moreover, our findings
confirm university links and suitability of management to be critical to an SP or BI success in this
converging economy We also discuss how SPs and BIs might make better contributions to economic growth
in converging economies.
Raven R, Geels FW (2010) Socio-cognitive evolution in niche development: Comparative analysis of biogas
development in Denmark and the Netherlands (1973-2004). Technovation 30:87-99 This article addresses
the topic of radical innovation, making two additions to the strategic niche management (SNM) approach,
which conceptualises how innovations cross the 'valley of death'. First, it articulates the theoretical
foundations of SNM, theorizing the connections between social constructivist and evolutionary theories of
technical change. Second, the resulting socio-cognitive evolution perspective is used to explain the different
patterns in biogas development in the Netherlands and Denmark. In both countries, biogas experienced ups
and downs, but the timing and shape of developments differ. A longitudinal, comparative case analysis
shows that the socio-cognitive evolution perspective is useful in explaining these differences.
Raymond L, St-Pierre J (2010) R&D as a determinant of innovation in manufacturing SMEs: An attempt at
empirical clarification. Technovation 30:48-56 Innovation has long been considered as the key factor for
the survival, growth and development of small and medium-sized enterprises (SMEs). Other than firm size,
the determinant of innovation that has received the most attention from researchers is research and
development (R&D). While having been the object of numerous studies, the link between R&D activities
and innovation in SMEs still requires clarification and further understanding. The aim of this research is thus
to clarify and better understand the impact of R&D upon innovation in SMEs by conceptually and
operationally distinguishing product R&D from process R&D, process R&D from process innovation, and
process innovation from product innovation, taking the sector's technological intensity into account and
integrating these concepts in a research model that specifies their interrelationships. This model is tested
empirically with survey data from 205 Canadian manufacturing SMEs. The results confirm that the impact
of R&D on product innovation is mediated by process innovation.
Reid SE, de Brentani U (2010) Market Vision and Market Visioning Competence: Impact on Early
Performance for Radically New, High-Tech Products. Journal of Product Innovation Management 27:500518
Having the "right'' market vision (MV) in new product scenarios involving high degrees of
uncertainty has been shown to help firms achieve a significant competitive advantage, which can ultimately
lead to superior financial results. Despite today's increased rate of radical innovation, and hence the
importance of effective vision, relatively little research has been undertaken to improve our understanding of
this phenomenon. The exploratory and empirical investigation undertaken herewith responds to this research
gap by focusing on MV and its precursor, market visioning competence (MVC), for radically new, high-tech
products. MV is a clear and specific mental model/image that organizational members have of a desired and
important product-market for a new advanced technology, and MVC is a set of individual and organizational
capabilities that enable the linking of advanced technologies to a future market opportunity. Based on
samples of high-tech firms involved in early technology developments, the measurement study indicates that
five factors comprise MV (i.e., clarity, magnetism, specificity, form, and scope) and that four factors
underlie MVC (i.e., networking, idea driving, proactive market orientation, and market learning tools).
Structural equation modeling is used to demonstrate that MVC significantly and positively impacts MV and
that each of these constructs significantly and positively influences certain aspects of early performance (EP)
in new product development. This is the first empirical study to develop a comprehensive set of scales to
measure these constructs and then to combine them in a model by which to examine their interrelationships.
Reinders MJ, Frambach RT, Schoormans JPL (2010) Using Product Bundling to Facilitate the Adoption
Process of Radical Innovations. Journal of Product Innovation Management 27:1127-1140
Generally,
radical innovations are not easily adopted in the market. Potential adopters experience difficulties to
comprehend and evaluate radical innovations due to their newness in terms of technology and benefits
offered. Consequently, adoption intentions may remain low. This paper proposes bundling as an instrument
to address these problems. More specifically, this paper examines how consumer comprehension,
evaluation, and adoption intention of radical innovations may be enhanced by bundling such products with
existing products. In addition, it is argued that the proposed effects are contingent upon the level of fit
perceived to exist between the radical innovation and the product that accompanies it in the bundle.
Furthermore, consumers' prior knowledge may affect the influence of bundling on the innovation adoption
process as the interpretation of the meaning of new products may be strongly related to prior knowledge.
This study therefore investigates whether consumer prior knowledge has such a moderating effect.
Hypotheses are tested by means of an experimental study with three different radical innovations and
distinguishing among offering the radical innovation separately, offering the radical innovation in a bundle
with moderate perceived fit between the products, and offering the radical innovation in a bundle with high
perceived fit between the products. Results show that product bundling enhances the new product's
evaluation and adoption intention, although it does not increase comprehension of the radical innovation.
Moreover, the results show that comprehension, evaluation and adoption intention of the innovation
significantly decrease when consumers perceive a moderate fit between the products in a bundle. Taken
together, these findings contribute to the bundling literature by showing not only that product bundling may
indeed be an effective instrument to introduce a radical innovation but also that product bundling may be
counterproductive when ignoring the critical role of perceived product fit as core characteristic of a product
bundle. In addition, the notion that product bundling helps to enhance the evaluation and purchase intention
of new and relatively complex products suggests a suitable strategy for new product managers to enhance
benefits and reduce learning costs for radical innovations. Moreover, the effects of bundling on consumer
appraisals of radical innovations are also shown to depend on the level of knowledge respondents possess
regarding the product category of the radical innovation. More specifically, if bundled with a familiar
product, novices tend to evaluate the innovative product more positively, but for experts no such effect can
be detected. As such, these results provide additional specific implications for managers when introducing
radical innovations in the market. Offering a radical innovation in a product bundle could be a fruitful
strategy for companies that target customers with little or no prior knowledge in the product domain.
Rennings K, Rammer C (2010) The Impact of Regulation-Driven Environmental Innovation on Innovation
Success and Firm Performance. Industry and Innovation 18:255-283
The impact of environmental
innovations on firm performance is ambiguous. On the one hand, regulatory-driven environmental
innovation may impose additional costs to firms and lower their profits. On the other hand, eco-innovators
could profit from lower uncertainty in innovation due to regulatory standards and demand-generating effects
of regulation. In this paper we analyse (a) whether regulation-driven environmental innovation generates
similar innovation success compared to other types of product and process innovation, and (b) whether
regulation-driven environmental innovation increases or decreases firm success (as measured by return on
sales). Using firm data from the German innovation survey, we find that both product and process
innovations driven by environmental regulation generate similar success in terms of sales with new products
and cost savings as other innovations do. However, we find different effects when looking at the field of
environmental regulation that triggered innovations. Regulations in favour of sustainable mobility contribute
to higher sales with market novelties while regulations in the field of water management lower this type of
innovation success. With regard to a firm's price-cost margin, new processes implemented in order to
comply with environmental regulation requirements lower profitability, indicating higher costs for this type
of innovation which cannot be passed on through prices. Higher profit margins can be observed for firms
with innovations triggered by regulations on recycling and waste management as well as on resource
efficiency.
Rhee J, Park T, Lee DH (2010) Drivers of innovativeness and performance for innovative SMEs in South
Korea: Mediation of learning orientation. Technovation 30:65-75
This study aims to investigate the
relationships between drivers of innovativeness and the mediation effects of learning orientation. A
conceptual model is designed and hypotheses are constructed. In order to test the hypotheses, structural
equation modeling is performed for the data collected from 333 technology-innovative small firms in South
Korea. The results reveal that market orientation and entrepreneurial orientation significantly influences
learning orientation, respectively. Additionally, learning orientation significantly affects innovativeness, and
sequentially innovativeness has a significant effect on performance. The most notable of these is that
learning orientation performs a mediating function in the relationships between market orientation and
entrepreneurial orientation and innovativeness. The findings imply that managers with entrepreneurial
orientation and market orientation should place much emphasis on learning orientation in order to boost
innovativeness and ultimately achieve performance. Limitations include a limited number of predictors and
possibility of generalizability of the results.
Rodriguez-Escudero AI, Carbonell P, Munuera-Aleman JL (2010) Positive and Negative Effects of Team
Stressors on Job Satisfaction and New Product Performance. Journal of Product Innovation Management
27:856-868 The subject of stress and its impact on performance has received limited empirical attention in
the new product development field. The present study examines the impact of three work stressors (i.e., role
ambiguity, role conflict, and pressure for performance) on team job satisfaction and three dimensions of new
product performance: adherence to budget and schedule, product quality, and market success. Data were
collected using a cross sectional, Web-based survey among Spanish innovative firms. A total of 197
questionnaires was received. Findings from this research suggest that role conflict and role ambiguity are
negatively related to team job satisfaction. Results, however, show a lack of association between pressure
for performance and job satisfaction. Regarding the effect of work stressors on new product performance,
findings indicate that different stressors have different relationships with performance. Concerning role
ambiguity, findings provide empirical evidence of a U-shaped relationship between role ambiguity and
adherence to budget and schedule and between role ambiguity and product quality. Thus, intermediate levels
of role ambiguity are hurtful, but low and high levels of role ambiguity are helpful. Nonetheless, given that
the levels of ambiguity measured in this study are not high enough, the findings regarding the impact of
moderate to high levels of ambiguity on new product performance should be viewed as tentative. Role
conflict has a negative linear relationship with adherence to budget schedule and an inverted U-shaped
relationship with product quality. For pressure for performance, findings indicate a triphasic effect on
product quality. Specifically, the initial phase is characterized by increasingly lower levels of product quality
owing to increasing levels of pressure for performance. As pressure for performance keeps further
increasing, a positive effect on product quality begins to manifest. Beyond some threshold, however, a new
phase starts in which product quality decreases with increasing amounts of performance pressure. Finally,
results show a lack of association between pressure for performance and adherence to budget and schedule.
All three stressors were found to have an indirect, rather than a direct, effect on market success via job
satisfaction, adherence to budget and schedule, or product quality. Several managerial implications follow
from these results. First, product managers should make every effort to reduce role ambiguity to minimal
levels, ensuring that team members fully understand their role requirements and have adequate information
about their job. Second, rather than reducing the level of role conflict to zero, managers must take into
account the positive effect that moderate levels of role conflict have in product quality. Finally, management
should put some pressure on the team members and make sure they understand that there is a sense of
urgency.
Rohrbeck R (2010) Harnessing a network of experts for competitive advantage: technology scouting in the
ICT industry. R & D Management 40:169-180
In order to identify discontinuous technological change
and develop appropriate action, companies are increasingly building technology foresight (TF) practices.
This paper explores how, using networks of experts, TF capabilities can be built. On the basis of three case
studies and 43 interviews, it is shown that building foresight systems through networks of scouts yields
several benefits, including the support for sourcing external technologies. Using insights from the three
major telecommunication incumbents in Europe, the paper describes and discusses (1) what can be achieved
by technology scouting, (2) how a process can be set up, (3) what is important in the design of a scouting
network, and (4) the characteristics that should be aimed for when choosing technology scouts. The paper
contributes to the methodological base of corporate foresight, to the technology management literature, and
to the understanding of how companies can increase their open-innovation capabilities by extending the
intertwinement with their environment.
Rothgang M, Peistrup M, Lageman B (2010) Industrial Collective Research Networks in Germany:
Structure, Firm Involvement and Use of Results. Industry and Innovation 18:393-414
In Germany,
industrial collective research (ICR) provides a unique framework for research collaborations: an industrysupported network of firms and research institutes conducts research for firms in low- and mediumtechnology branches. The research projects are mainly financed by a publicly funded program. Based on two
surveys, one for research institutes and one addressing firm representatives, we analyze for the first time the
institutional features and interactions in ICR. We ask how business firms are involved in network activities
and how they benefit from the knowledge created. The results from research in ICR are usually relevant for
several firms (e.g. results related to new norms and standards). The network also provides a framework for
research on high-tech applications by enabling collaboration across different sectors and technology fields.
ICR has proven rather successful in achieving the balancing act between aims of the network and diverging
interests of the actors.
Salomo S, Keinschmidt EJ, de Brentani U (2010) Managing New Product Development Teams in a Globally
Dispersed NPD Program. Journal of Product Innovation Management 27:955-971
Globalization is a
major market trend today, one characterized by both increased international competition as well as extensive
opportunities for firms to expand their operations beyond current boundaries. Effectively dealing with this
important change, however, makes the management of global new product development (NPD) a major
concern. To ensure success in this complex and competitive endeavor, companies must rely on global NPD
teams that make use of the talents and knowledge available in different parts of the global organization.
Thus, cohesive and well-functioning global NPD teams become a critical capability by which firms can
effectively leverage this much more diverse set of perspectives, experiences, and cultural sensitivities for the
global NPD effort. The present research addresses the global NPD team and its impact on performance from
both an antecedent and a contingency perspective. Using the resource-based view (RBV) as a theoretical
framework, the study clarifies how the internal, or behavioral, environment of the firm-specifically, resource
commitment and senior management involvement-and the global NPD team are interrelated and contribute
to global NPD program performance. In addition, the proposed performance relationships are viewed as
being contingent on certain explicit, or strategic, factors. In particular, the degree of global dispersion of the
firm's NPD effort is seen as influencing the management approach and thus altering the relationships among
company background resources, team, and performance. For the empirical analysis, data are collected
through a survey of 467 corporate global new product programs (North America and Europe, business-tobusiness). A structural model testing for the hypothesized effects was substantially supported. The results
show that creating and effectively managing global NPD teams offers opportunities for leveraging a diverse
but unique combination of talents and knowledge-based resources, thereby enhancing the firm's ability to
achieve a sustained competitive advantage in international markets. To function effectively, the global NPD
team must be nested in a corporate environment in which there is a commitment of sufficient resources and
where senior management plays an active role in leading, championing, and coordinating the global NPD
effort. This need for commitment and global team integration becomes even more important for success as
the NPD effort becomes more globally dispersed.
Sanchez-Gonzalez G, Herrera L (2010) The influence of R&D cooperation on innovatory effort. InnovationManagement Policy & Practice 12:337-354
Nowadays, in the development of new products, it becomes
necessary to recognise the importance wielded by agents external to the firm as a source of innovation
activities. The complexity and dynamism of present environments make it obligatory to complement the
internal knowledge base with those from outside, and thus a distinction is made between internal and
external innovation sources. Since the former have been adequately studied and analysed in the literature,
the present work aims to make progress in knowing the latter. For this purpose, an analysis has been made of
the influence of 9 types of cooperation with external agents on three indicators of innovatory effort in 20
industrial and service sectors in Spain. These indicators have been: the total intensity of innovation
activities, the intramural R&D intensity and the extramural R&D intensity. The findings indicate the
existence of very diverse effects resulting from the chosen cooperation partner.
Sapsed J (2010) Entrepreneurship in the Creative Industries: An International Perspective. Technovation
30:386-388
Sapsed J (2010) Creativity, Innovation and the Cultural Economy. Technovation 30:386-388
Schiele H (2010) Early supplier integration: the dual role of purchasing in new product development. R & D
Management 40:138-153
Interest in early supplier integration in new product development (NPD) has
increased as an open innovation approach has become more common in firms. To support supplier
integration, the purchasing function of a firm can assume a new 'dual' role: contributing to NPD while also
managing overall costs. Previous research has offered few insights into how the purchasing function should
best be organised so that it will fulfil this dual role. This paper reports on the results of a consortial
benchmarking study in which an industry-academic consortium visited and analysed six best-practice firms.
The findings describe how innovative firms organise their purchasing function, distinguishing between
'advanced sourcing' and 'life-cycle sourcing' units. The results include the tools that these firms use, such as
regular innovation meetings with suppliers and technology roadmaps linking firm strategy, innovation
strategy and sourcing strategies. The paper also recommends that researchers shift from a narrow focus on a
single project to a broader consideration of supplier and organisational issues in NPD.
Schwartz M, Hornych C (2010) Cooperation patterns of incubator firms and the impact of incubator
specialization: Empirical evidence from Germany. Technovation 30:485-495
The article examines
cooperation patterns of 150 firms located in German business incubators (BIs) More specifically, this study
distinguishes between networking within the tenant portfolio and the academic-industry linkages of the
tenant films We further contribute to the relevant literature by explicitly considering differences in
cooperation patterns between firms located on diversified and specialized incubator facilities Empirical
results do not support the common assumption that specialized incubation strategies increase the
effectiveness of incubator-internal networking compared to diversified BIs Also, incubator specialization is
not superior to diversified incubators with respect to the promotion of linkages of their tenants with
academic institutions For academic linkages, industry effects matter more than incubator characteristics.
Scillitoe JL, Chakrabarti AK (2010) The role of incubator interactions in assisting new ventures.
Technovation 30:155-167
Past literature on the development of new technology-based firms (NTBF)
within business incubators suggests that the incubation process of these ventures includes both business and
technical assistance. In addition, past literature suggests that this assistance is accessible through direct and
networking interactions with the incubator management. However, research on the influence of each of these
types of interactions on the types of beneficial assistance gained by ventures is unclear. Drawing
predominately from social capital theory, this study examines the role of counseling and networking
interactions with incubator management on both beneficial business and technical assistance for NTBFs.
Results of this study suggest that business assistance, in the form of venture learning about buyer
preferences, is best enabled through counseling interactions with incubator management. Learning buyer
preferences was not enabled through networking interactions. Technical assistance, in the form of venture
learning technological know-how skills, is best enabled through networking interactions with incubator
management. Learning technological know-how skills was not enabled through counseling interactions. This
study, therefore, highlights the importance and a clearer distinction of how both counseling and networking
interactions with incubator management enable the incubation process of new ventures.
Sengun AE (2010) Which Type of Trust for Inter-firm Learning? Industry and Innovation 17:193-213
This study investigates the association between types of trust and inter-firm learning in buyer-supplier
exchanges in an industrial cluster. More specifically, the study explores the impact of trust types on
knowledge sharing among manufacturer and retailer SMEs in a furniture cluster. The results of empirical
data from 158 manufacturers suggest no significant association between trust based on competence,
reliability and predictability and inter-firm learning and a significant positive association between trust
based on goodwill, benevolence and non-opportunism and inter-firm learning. The study findings integrate
research on the relational and knowledge-related aspects of knowledge exchange at the dyadic inter-firm
level.
Seol SS, Jin FZ, Kwon S (2010) An Analysis of Chinese Studies on the Management of Science,
Technology and Innovation. Asian Journal of Technology Innovation 18:161-182 This paper reviews the
top Chinese language journals on the management of science, technology and innovation (TIM) during
2000-2007 compared to the international and Korean journals. There are more than a dozen Chinese
journals, and the volume has grown rapidly. Among these journals, only the top three journals have more
articles than the 10 international TIM journals. However, there are many differences between Chinese
studies and international studies: quite low number of references, shorter article length, two or three times
more publication by each author, broad coverage of each journal showing the range of technology-firmindustry and different understanding of authorship.
Shepard S, Wilckens T (2010) Leading Pharmaceutical Innovation: Trends and Drivers for Growth in the
Pharmaceutical Industry. R & D Management 40:511-512
Sherman JD, Rhoades RG (2010) Cycle Time Reduction in Defense Acquisition. Research-Technology
Management 53:46-54
Embodied in the current concept of schedule as an independent variable, cycle
time reduction is a subject of significant interest to the US. Department of Defense. In this review, research
based on commercial product development is applied to defense acquisition and a model summarizing
critical factors is presented. The model includes preconditions for cycle time reduction such as pervasive
support, technological maturity, potential for non-developmental components, and customization of the
acquisition process. Furthermore, the model identifies factors influencing cycle time such as setting
requirements through dialogue, concurrent engineering, team composition, design for manufacturability and
maintainability, prime contractor/supplier integration, user integration, design flexibility, continuity of
expertise, incentives, and leadership by a product champion.
Shin J, Park Y (2010) Evolutionary optimization of a technological knowledge network. Technovation
30:612-626
Knowledge networks have two contradicting demands increasing flow and decreasing cost
Maximizing the sum of these demands will result in an optimized network On the basis of the evolutionary
optimization algorithm we suggest a quantitative way to produce an optimized technological knowledge
network where optimality is defined as the maximization of overall benefit Applied to Korea s ICT network
such a network results in a total knowledge flow increase of up to 75% in absolute measures and 150% with
due regard to cost Our result supports the notion that self-organizing networks can be far from optimal and
thus active intervention by policymakers or managers is necessary to take full advantage of the potential
benefits Finally with clear-cut suggestions about where to add new links and remove old ones according to
potential benefits this study sheds light on future policies with regard to evolutionary technology networks.
Shukla D (2010) Knowledge Sharing Among Scientists. R & D Management 40:515-515
Sieg JH, Wallin MW, von Krogh G (2010) Managerial challenges in open innovation: a study of innovation
intermediation in the chemical industry. R & D Management 40:281-291
The current open innovation
literature needs to be complemented with work on the managerial challenges faced by companies working
with an innovation intermediary to solve research and development (R&D) problems. Based on an
exploratory case study design, we investigate these managerial challenges in seven chemical companies
working with the same innovation intermediary. Three recurring challenges were identified in all companies:
(1) enlisting internal scientists to work with the innovation intermediary; (2) selecting the right problems;
and (3) formulating problems so as to enable novel solutions. Based on the knowledge management
literature, we explain how these challenges arise out of scientists' different work practices in internal vs.
external R&D problem solving and we identify and discuss a number of remedies to these challenges.
Slowinski G, Sagal MW (2010) Good Practices in Open Innovation. Research-Technology Management
53:38-45
Open innovation (OI) has become a mainstream organizational process. Firms are establishing
OI groups, allocating budgets, and measuring results. In this article, we identify twelve "good practices"
associated with high quality open innovation efforts. In our experience, these practices are key inputs to the
firm's OI system, leading to high quality results when effectively executed. The goal of this article is to help
management build the practices into their OI system and make continuous improvements in their OI
processes.
Smith PG (2010) How We Decide. Journal of Product Innovation Management 27:292-294
Smith PG (2010) Nudge: Improving Decisions about Health, Wealth, and Happiness. Journal of Product
Innovation Management 27:292-294
Smith R (2010) Computing Beyond the Firewall. Research-Technology Management 53:64-65
Smith R (2010) Google Means Every. Research-Technology Management 53:67-69
Smith-Doerr L (2010) Flexible Organizations, Innovation and Gender Equality: Writing for the US Film
Industry, 1907-27. Industry and Innovation 17:5-22
Sofka W, Grimpe C (2010) Specialized search and innovation performance - evidence across Europe. R & D
Management 40:310-323
Searching for external knowledge has frequently been characterized as crucial
for firm success. However, little is known about how the direction of search strategies influences innovation
performance. In this paper, we argue that firms need to specialize their search strategy and that its
effectiveness is moderated by research and development (R&D) investments and potential knowledge
spillovers from a firm's environment. Based on a sample of > 5,000 firms from five European countries, our
results show that being open for innovation generally pays off. However, both moderating factors have a
crucial role to play: on the one hand, in-house R&D investments are most effective when combined with a
market-oriented search strategy. On the other hand, a technologically advanced environment requires firms
to reach out to sources of scientific knowledge in order to access highly novel knowledge and to enhance
innovation performance. We develop targeted management recommendations based on these results.
Sohn DW, Hur W, Kiln HJ (2010) Effects of R&D and Patents on the Financial Performance of Korean
Venture Firms. Asian Journal of Technology Innovation 18:169-185 This study examines the causal effect
of research and development (R&D) and patents on the financial performance of venture firms m Korea a
model catch up economy The tests for random and fixed effects yielded important findings R&D investment
is the most significant factor affecting patenting However the results for the effect of R&D and patents on
financial performance were inconclusive Whereas R&D was positively correlated with sales growth R&D
and patents did not improve firm profitability These findings illustrate the difference between advanced
economies and catch up economies in terms of incentives for R&D and patents Unlike in advanced
economies, venture firms m catch up economies have to depend on incentive based government support
Venture firms in catch up economies respond to this incentive system by simply increasing the number of
patents and by being less diligent in terms of achieving financial performance
Song LZ, Song M (2010) The Role of Information Technologies in Enhancing R&D-Marketing Integration:
An Empirical Investigation. Journal of Product Innovation Management 27:382-401
The effective
integration of research and development (R&D) and marketing contributes to the development of successful
new products. Barriers such as physical separation of R&D and marketing, goal incongruity, and cultural
differences hamper the cross-functional cooperation. However, it may not be either possible or desirable to
eliminate the cross-functional integration barriers in practice. Previous research findings suggest that
information technology (IT) can be used to reduce the negative impact of the barriers. This paper examines
the moderating role of communication technologies (ITc) and decision-aiding technologies (ITd) in
improving the R&D-marketing integration in new product development. The empirical findings from
analyzing data on 171 new product development projects suggest that both IT systems can be used to reduce
the negative impact of physical separation, goal incongruity, and cultural differences on R&D-marketing
integration. However, effectiveness of the two types of IT differs. While IT(c) appears to be more effective
than IT(d) in overcoming the constraint of physical separation, IT(d) is more effective than IT(c) in reducing
the negative impact of goal incongruity and cultural differences. IT(c) is found to have the strongest effect
on reducing the negative relationship of physical separation and integration, a less strong effect on cultural
differences, and a weak effect on goal incongruity. Conversely, IT(d) is found to have a strong effect on goal
incongruity. These empirical findings provide guidelines for project managers using a specific IT to address
a specific integration barrier. If the major barrier is physical separation, IT(c) is the best solution. On the
other hand, if the major barrier is goal incongruity, IT(d) is the best solution. In addition, it is important for
management to note that IT requires more than simply installing computer hardware and software. In
addition to investing in those "hard" improvements, project managers should strive to create a supportive
"soft" environment by consistently improving members' IT experiences and familiarity. In the process of the
continuous development of IT, state-of-the-art technologies should be introduced in a timely manner and be
made accessible to all team members. Finally, project managers should frequently observe their industry
peers' IT usage to keep up with advances.
Song LZ, Song M, Parry ME (2010) Perspective: Economic Conditions, Entrepreneurship, First-Product
Development, and New Venture Success. Journal of Product Innovation Management 27:130-135
Entrepreneurial ventures have a significant impact on new job creation and economic growth, but existing
evidence indicates that most entrepreneurial ventures fail. This paper reports key insights from VENSURV,
a new database that tracks the success and failure of ventures founded since 1998. Based on an analysis of
539 new ventures founded during the years 1991-2001, the following conclusions are reached. First,
consistent with prior research, less than half of the 539 ventures survived more than two years. Second,
economic downturns lead to higher failure rates for new ventures. Third, new venture success is highly
correlated with first-product success. Fourth, first-product success is enhanced when those products are
introduced into markets with emerging market needs but with established industry standards. Finally, firstproduct and venture performance are significantly higher for products based on ideas that came from the
founders. In addition, the most successful first products are based on ideas that reflect both technology
development and an analysis of customer needs.
Song M, Kawakami T, Stringfellow A (2010) A Cross-National Comparative Study of Senior Management
Policy, Marketing-Manufacturing Involvement, and Innovation Performance. Journal of Product Innovation
Management 27:179-200
The marketing-manufacturing interface is important to the success of product
development. This research investigates the effect of senior management policies on the effectiveness of the
marketing-manufacturing interface. Based on existing literature, a conceptual framework is developed that
relates senior management policies, marketing-manufacturing involvement, and new product performance.
The proposed framework is contingent on the national culture of the country in which product development
occurs. Structural equation modeling is used to test the framework with data from a sample of 146 U.S.
marketing managers and 185 Japanese marketing managers. The results suggest that a number of senior
management policies are effective in promoting joint involvement between the marketing and manufacturing
functions during the innovation process. While the use of formal cross-functional integration policies was
found to promote marketing-manufacturing involvement both in the United States and Japan, team leader
autonomy, team rewards, and job rotation were found to promote marketing involvement in the United
States but not in Japan. On the other hand, promoting marketing-manufacturing involvement via goal clarity
and promotion of teamwork proved to be effective in Japan. The results have a number of implications for
product development practice. Foremost among these is the finding that, despite the fundamental ideological
differences separating the marketing and manufacturing functions, senior management policies can enhance
the level of marketing-manufacturing involvement, and consequently can improve the likelihood of new
product success. The second implication is that the effectiveness of specific senior management policies
depends on national culture. Thus, managers wishing to improve the marketing-manufacturing interface
should select the policies that match the culture in which the product development project is located.
Spithoven A, Clarysse B, Knockaert M (2010) Building absorptive capacity to organise inbound open
innovation in traditional industries. Technovation 30:130-141 The discussion on open innovation suggests
that the ability to absorb external knowledge has become a major driver for competition. For R&D intensive
large firms, the concept of open innovation in relation to absorptive capacity is relatively well understood.
Little attention has: however, been paid to how both small firms and firms, which operate in traditional
sectors, engage in open innovation activities. The latter two categories of firms often dispose of no, or at
most a relatively low level of, absorptive capacity. Open innovation has two faces. In the case of inbound
open innovation, companies screen their environment to search for technology and knowledge and do not
exclusively rely on in-house R&D. A key pre-condition is that firms dispose of "absorptive capacity" to
internalise external knowledge. SMEs and firms in traditional industries might need assistance in building
absorptive capacity. This paper focuses on the role of collective research centres in building absorptive
capacity at the inter-organisational level. In order to do so, primary data was collected through interviews
with CEOs of these technology intermediaries and their member firms and analysed in combination with
secondary data. The technology intermediaries discussed are created to help firms to take advantage of
technological developments. The paper demonstrates that the openness of the innovation process forces
firms lacking absorptive capacity to search for alternative ways to engage in inbound open innovation. The
paper highlights the multiple activities of which absorptive capacity in intermediaries is made up; defines
the concept of absorptive capacity as a pre-condition to open innovation; and demonstrates how firms
lacking absorptive capacity collectively cope with distributed knowledge and innovation.
Spithoven A, Frantzen D, Clarysse B (2010) Heterogeneous Firm-Level Effects of Knowledge Exchanges
on Product Innovation: Differences between Dynamic and Lagging Product Innovators*. Journal of Product
Innovation Management 27:362-381 Product innovation is the result of a constant interaction between the
in-house research and development (R&D) department and knowledge exchanges with the firm's
environment. Knowledge exchanges come in different forms. They break down into information gathering
applied in new product development, research cooperation on particular innovation projects, and managing
information outflows allowing the consequent appropriation of the results of product innovation through
specific methods. The way firms handle knowledge exchanges affects their performance. This paper looks at
three related indicators of performance: (1) research intensity (a measure of innovative input); (2) the share
of revenue realized through innovative product sales (a measure of innovative output); and (3) their impact
on the growth in total revenue. The bulk of the econometric literature looking into these matters only allows
general statistical statements on the behavior of an "average" firm. This paper takes on another view by
using the quantile regression method to stress the heterogeneity of innovative firms in their dealing with
knowledge exchange and the effect this has on their performance. A first key finding is that research
intensity is positively influenced by knowledge externalities, research cooperation, and appropriability, and
it is through this that these variables affect innovative revenue and also the growth in total revenue. By using
quantile regression these relationships are further refined to screen for differences in behavior between
dynamic and lagging innovators. This refinement indicates that, in the case of research intensity, the
knowledge externalities gain in importance in the higher quantiles and are insignificant in the lower ones.
Next, research cooperation remains important in all quantiles, but a higher significance is observed in the
higher quantiles as well. Finally, appropriability is extremely important for the lower quantiles, but it
becomes insignificant in the highest. These findings corroborate the assumptions made in the literature on
open innovation: knowledge externalities and research collaboration are vital for those opening up their firm
for new ideas and who are, at the same time, reluctant to protect their findings through specific appropriation
measures. In the case of innovative revenue all variables on knowledge exchange operate through the
research intensity irrespective of the quantile, although the impact of research intensity on this type of
revenue is higher in the upper quantiles. As for the growth in revenue, the effect of the innovative revenue
is, again, higher in the higher quantiles. This suggests that dynamic product innovators have the most
efficient R&D process and the strongest growers are so, especially, because they are successful product
innovators.
Stolarick K, Mellander C, Florida R (2010) Creative Jobs, Industries and Places Introduction. Industry and
Innovation 17:1-4
Stuer C, Husig S, Biala S (2010) Integrating art as a trans-boundary element in a radical innovation
framework. R & D Management 40:10-18
Our paper bridges this gap by developing an improved
theoretical framework, enhancing the existing literature and introducing art as a method to advance transdisciplinary interchange. In a case-study approach, we have applied our framework to the research and
development department of Vodafone Research and Development, Germany, as they integrate art
methodically in their research and development process. Analysing their RI capabilities, we identify the
trans-disciplinary exchange with artists as a novel initiator and driver of RI, which has not yet been
adequately considered.
Su M, Rao VR (2010) New Product Preannouncement as a Signaling Strategy: An Audience-Specific
Review and Analysis. Journal of Product Innovation Management 27:658-672 Firms in various industries
with highly competitive environments use new product preannouncement (NPP) as one of the most effective
and popular signaling tools. Preannouncements can bring both benefits and costs to firms. Extant research
has studied NPP from different perspectives and tackled the questions, "Should a new product be
preannounced and when?'' and "What information should be preannounced and why?'' However, the benefits
and costs of preannouncements from an audience-specific perspective are less well understood. It is
important to notice that benefits and costs of a preannouncement vary among different audiences and firms
need to apply group-specific weights in assessing the overall benefits and costs prior to making new product
preannouncements. The purpose of this article is to review the existing literature on new product
preannouncements for commonly observed marketing problems and to develop a general approach focusing
on the target audiences and the incentives in sending signals to each audience and the impacts of these
signals. This paper first reviews the literature on marketing-related NPP issues as well as the determinants
and effects of various factors on NPP decisions. Then, it discusses the phenomenon of new product
preannouncements linked to other marketing and economics problems: (1) product development and
positioning; (2) product diffusion and adoption; (3) firm value; (4) vaporware and antitrust litigations; and
(5) consumer welfare. In addition, this paper divides the target audience of the new product
preannouncement into four groups: customers, competitors, investors, and distributors. Based on current
signaling theory, it proposes an audience-specific framework to analyze the determinants, incentives, and
impact of new product preannouncements. The proposed approach may provide more comprehensive
insights on NPP strategies to managers and industrial decision makers. Finally, the paper suggests a number
of future research directions from four different perspectives (i.e., customer, firm, government/industry, and
methodology).
Su ZF, Xie E, Peng JS (2010) Impacts of environmental uncertainty and firms' capabilities on R&D
investment: Evidence from China. Innovation-Management Policy & Practice 12:269-282 This study tests
the impacts of environmental uncertainty (market uncertainty, technological uncertainty, and competitive
intensity) and firms' capabilities (marketing capability, technological capability, and operations capability)
on R&D investment. Based on a survey of Chinese firms, we find that market uncertainty, technological
capability, and operations capability all have positive influences, technological uncertainty has no effect,
while competitive intensity and marketing capability have adverse effects on R&D investment. This research
not only contributes to our knowledge of heterogeneity in R&D investment among firms, but also tests
empirically the competing perspectives on the impacts of environmental uncertainty and firms' capabilities
on R&D investment.
Suh D, Hwang J (2010) An analysis of the effect of software intellectual property rights on the performance
of software firms in South Korea. Technovation 30:376-385
This paper explores the effect of software
intellectual property rights (IPRs) on the performance of software firms in South Korea using the statistics of
software copyright registrations and patent applications along with the financial statements of firms.
According to our empirical results, R&D and software R&D input has a strong positive effect on the
production of software copyrights and patents, and large firms exploit software IPRs better than small firms.
We also found that there are quite different trends in the selection of the legal means of protection; firms in
the software industry prefer to copyrighting, whereas firms in the manufacturing industry prefer to patenting.
In addition, software copyrighting has a positive effect on software revenue and total revenue of firms, but
software patenting fails to show a positive effect on software revenue. Consequently, in contrast to the
prevailing consensus indicating a high preference for patenting, it is obvious in our analysis that software
copyrighting is more beneficial for software firms.
Sun YF, Du DB (2010) Determinants of industrial innovation in China: Evidence from its recent economic
census. Technovation 30:540-550 This study examines the sources of technological innovation in Chinese
industries using the 2004 economic census data On the one hand, it analyzes the relationships between
patent grants and new product sales On the other hand, it analyzes the relationships among in-house R&D,
technology transfer from foreign and Chinese domestic technology markets, spillover effects of foreign
investment, as well as export. The study reveals that in-house R&D has become the most important source
for industrial innovation in China In-house technological efforts are critical for developing original
innovations as well as for absorbing the technologies transferred from external agencies However, neither
technologies transferred from foreign countries nor those from the domestic technology market are playing
significant roles in China's industrial innovation The spillover effect of foreign Investment on patent grants
is strong and significant, though its impact on new product sales is insignificant. Export shows negative,
though insignificant, impact on patent grants, but positive, strong, and significant effects on new product
development. Overall, the results of this study demonstrate the critical role of in-house R&D in China's
industrial innovation.
Sung TK (2010) Comparison of Determinants for Standards Activities of Korean Firms in Manufacturing
and Service Sectors. Asian Journal of Technology Innovation 18:69-87
This paper compares the
determinants of standards activities between manufacturing and service firms in Korea Dependent variables
are standands management adoption of domestic standards and usage of international standards at firm level
Independent variables include innovation activities (R&D efforts and patent application) firm size exports
ratio network characteristics and organizational characteristics such as CEO attitudes on standards We
estimate the logistic regression model using the data from 636 manufacturing and 102 service firms The
study shows that CEO concerns on standards is the most decisive factor for all the Korean firms As for
innovation activities Korean firms regardless of industry implement domestic standards activities and in
house standards management in part from R&D Particularly firms with low R&D intensity utilize
international standards as means of technology transfer m the global market We also found that
manufacturing firms view standards activity as a technological innovation rather than patent protection
However service firms view it the opposite way Although Korea is an export oriented country export
activity has no relation to standards activities in all Korean firms Small sized enterprises in the
manufacturing industry are likely to hesitate to invest their resources in standards activities Network
characteristics of industries have a positive influence on usage of international standards in manufacturing
firms Policy implications are presented m this paper as well
Talke K, Hultink EJ (2010) Managing Diffusion Barriers When Launching New Products. Journal of
Product Innovation Management 27:537-553 In recent years there has been a growing interest in the link
between new product launch activities and market success. So far, most empirical research has focused on
launch activities that target customer adoption barriers. However, with such a focus the influence of other
stakeholders on innovation diffusion is not taken into account. A review of diffusion research and
stakeholder theory serves as a basis for discussing the influence of different stakeholder groups such as
customers, dealers, suppliers, and competitors on innovation diffusion. Essentially, it is expected that
addressing multiple diffusion barriers during new product launch will have a positive impact on market
success. The new concept for launch activities addressing multiple diffusion barriers is tested with data on
new product launches in industrial markets using a multiple-informant approach. The results lend support to
the notion that a successful launch requires activities addressing diffusion barriers related to different
stakeholder groups. Specifically, barriers related to customers, suppliers, and stakeholders of the further firm
environment need to be lowered during market launch. For the group of competitors, a balanced launch
approach including measures to both lowering and erecting entry and diffusion barriers will increase the
market success of new products. The subsequent investigation of the influence of technological turbulence,
market turbulence, and product complexity on the performance relationships shows that under high
uncertainty managing multiple-diffusion barriers is of higher relevance than in more unambiguous, clear-cut
contexts. Thus, the results demonstrate that a careful management of diffusion barriers related to multiple
stakeholders is a relevant task when launching a new product. The paper concludes with implications for
management practice and avenues for future academic research.
Talke K, Hultink EJ (2010) The Impact of the Corporate Mind-set on New Product Launch Strategy and
Market Performance. Journal of Product Innovation Management 27:220-237 In the last decade, there has
been an increasing interest in the link between new product launch strategy and market performance. So far,
new product launch research has focused on this performance relationship without giving much attention to
background factors that can facilitate or inhibit successful launch strategies. However, investigating such
antecedents that set the framework in which different strategic launch decisions enable or prevent the market
performance of new products is useful for enhancing the current state of knowledge. Drawing on the concept
of a firm's orientation, the present study discusses the influence of the corporate mind-set on new product
launch strategy and market performance. It is hypothesized that the capability to successfully launch new
products is based on the interplay between a firm's mind-set (i.e., an analytical, risk-taking, and aggressive
posture) and its strategic launch decisions on setting launch objectives, selecting target markets, and
positioning the new product. A research model with mediating effects is proposed, where the corporate
mind-set determines the launch strategy decisions, which in turn impact market performance. The model is
tested with data on 113 industrial new products launched in business-to-business markets in Germany using
a multiple informant approach. The results support the mediated model as the dimensions of the corporate
mind-set have a significant impact on most strategic launch decisions, which in turn significantly contribute
to market performance. It is found that while an analytical posture relates to all three strategic launch
decisions, risk taking and an aggressive posture have a significant impact on two, respectively one, launch
strategy elements. These findings confirm the importance of investigating antecedents for a successful new
product launch, as the corporate mind-set serves as a background resource that sets the framework for
successful new product launch decisions. In the final section implications for research and managerial
practice as well as limitations of this research are provided.
Tao L, Garnsey E, Probert D, Ridgman T (2010) Innovation as response to emissions legislation: revisiting
the automotive catalytic converter at Johnson Matthey. R & D Management 40:154-168
Can
environmental legislation spur innovative response? This case describes the development of the automotive
catalytic converter (ACC) at Johnson Matthey (JM), a precious metals company that entered the automotive
industry as a component provider. The market was unfamiliar to JM and highly competitive, but in the
1970s the US Environmental Protection Agency (EPA) introduced standards for emissions control by
automotive companies well ahead of current practice. JM responded to the prospect of market demand for a
technology that could meet the regulations. The EPA policy of technology 'forcing' stimulated collaboration
for innovation among companies from a variety of industries. Our case evidence shows that the key
innovator, JM, achieved its breakthrough as a result of proactive R&D management by the product
champion together with sustained corporate support at a high level and partnership strategies.
Tao L, Probert D, Phaal R (2010) Towards an integrated framework for managing the process of innovation.
R & D Management 40:19-30
Innovation has become a major driving force for business growth and
success. However, successful and sustained innovation represents challenges rooted in technological
uncertainties, ambiguous market signals and embryonic competitive structures. Notably, in the management
of innovation, many challenges still remain in both theory and practice, which demand improved managerial
approaches. In this context, the development of a practical and explicit management framework for the
process of innovation could be beneficial. This research sets out to develop the concept of 'Innovation
Readiness Levels' (IRL), an explicit model for managing the process of incremental innovation. Basically,
IRL is a framework depicting the development of an innovation over its lifecycle. Within the emerging
framework proposed in this paper, five key aspects that determine the effective implementation of
innovation are identified. The lifecycle of innovation is then divided into six phases, and for each phase,
associated assessment aspects and criteria are identified. By providing better monitoring and control, IRL is
intended to help implement innovation over the lifecycle more effectively. It is also expected to apply as a
management tool, for which guidance of use is suggested.
Tether B (2010) Design-Driven Innovation. R & D Management 40:512-513
Tolstoy D, Agndal H (2010) Network resource combinations in the international venturing of small biotech
firms. Technovation 30:24-36
Integrating the resource-based view (RBV) with a network perspective on
resources, this article contributes to the growing body of knowledge regarding the internationalization of
smaller biotech firms. In particular, it looks at how these firms commercialize innovations by combining
resources in their networks in order to enter new foreign markets with existing products and to enter existing
foreign markets with new products. Six cases indicate that network resource combinations vary with the
nature of the venture; whereas new international product ventures (NIPVs) exploit a broad set of network
resources in concordance with the multifaceted challenges intrinsic to these endeavours (i.e., both redefining
the product and redefining the market), new international market ventures (NIMVs) depend on a more
narrow scope of network resources, deployed with the primary aim to expand and deepen the customer base
in foreign markets. The article concludes by proposing a model of the components of network resource
combination capability.
Townsend JD, Cavusgil ST, Baba ML (2010) Global Integration of Brands and New Product Development
at General Motors. Journal of Product Innovation Management 27:49-65
The rapidly globalizing
marketplace reflects environmental characteristics requiring the development of unique capabilities that
enable the firm to create competitive advantages. Correspondingly, this study addresses challenges faced by
managers in a large company with a broad global footprint as it integrates the product development process
and the portfolio of brands across geographic markets. In a global organization, the unique dynamic
capabilities that need to be developed include a global orientation, global market knowledge competencies,
and global coordination. The present study considers these capabilities with respect to process, position, and
evolutionary history of the firm and its brands. Qualitative research methodology is employed to explore the
phenomenon of moving products and brands from multidomestic to global. The findings indicate the
structure of a global brand portfolio evolves through complex interactions among new product development,
marketing, and brand management. Overall, the organization's current positions and past history form the
basis of the ways routines, practices, and means of learning are combined and coordinated to implement
product decisions that support brand objectives.
Tran Y (2010) Generating Stylistic Innovation: A Process Perspective. Industry and Innovation 17:131-161
In contrast to technological innovation, little is known about how innovation arises in the creative industries.
This inductive study of product development practices in five fashion firms examines how organizations in
the fashion industry develop a particular type of innovation: stylistic innovation. The resulting theoretical
framework reveals that successful fashion firms develop stylistic innovations based on a unique combination
of three sets of interrelated product development practicescreative sensing (inspiration-based), stylistic
orchestrating (coherence-focused) and agile synchronization (timing-driven). This study's main
contributions to the innovation literature are its crystallization of the key properties of stylistic product
innovation, its development practices and extension of thinking about how these properties are different
from prior development practices found in traditional technological industries.
Turek EJ (2010) Iri Community Forum. Research-Technology Management 53:64-64
Tyagi RK, Sawhney MS (2010) High-Performance Product Management: The Impact of Structure, Process,
Competencies, and Role Definition. Journal of Product Innovation Management 27:83-96
Product
management is one of the most important functions in marketing. Yet the product management literature has
focused largely on creating successful products and has relatively little to say about creating effective
product management organizations. This paper focuses on the organizational determinants of highperformance product management at three levels: ( 1) the product manager as an individual; ( 2) the
marketing processes related to product management; and ( 3) the organization structure and role definition.
The paper identifies several key factors that potentially impact product management performance. A set of
qualitative interviews is conducted to develop hypotheses related to constructs that may drive product
management performance. These hypotheses are used to develop a causal model for product management
performance that includes constructs related to roles and responsibilities, organization structure, and
marketing processes related to product management. An empirical survey of 198 product managers from a
variety of industries is conducted to test the causal model. The results of the causal model suggest that
performance of a product management organization is driven by structural barriers in the organization, the
quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings
suggest that structural boundaries and interfaces are the biggest impediment to effective product
management, followed by clarity of roles and responsibilities. The research highlights the importance of
organization structure and effective human resource practices in improving product management
performance.
Un CA, Cuervo-Cazurra A, Asakawa K (2010) R&D Collaborations and Product Innovation. Journal of
Product Innovation Management 27:673-689 This paper studies the relative impact on product innovation
of research and development (R&D) collaborations with universities, suppliers, customers, and competitors.
It argues that each type of R&D collaboration differs in terms of the breadth of new knowledge provided to
the firm and in the ease of access of this new knowledge, resulting in a different impact on product
innovation. As a result, it proposes that R&D collaborations with universities are likely to have the highest
impact on product innovation, followed by R&D collaborations with suppliers, customers, and, finally,
competitors. These arguments are tested on the R&D collaborations undertaken by a sample of 781
manufacturing firms during 1998-2002. The tests find that R&D collaborations with suppliers have the
highest positive impact on product innovation, followed by collaborations with universities. Surprisingly,
R&D collaborations with customers do not appear to affect product innovation, and collaborations with
competitors appear to harm it. Moreover, the positive influence of R&D collaborations with universities and
suppliers is sustained over the long-term, but the negative influence of R&D collaborations with competitors
is, fortunately, short-lived. These findings indicate that ease of knowledge access, rather than breadth of
knowledge, appears to drive the success of R&D collaborations for product innovation. R&D collaborations
with suppliers or universities, which are characterized by relatively easy knowledge access, have a positive
influence on product innovation, whereas R&D collaborations with customers or competitors, which are
characterized by reduced ease in knowledge access, are not related or are even negatively related to product
innovation. Moreover, to achieve product innovation with the help of R&D collaborations, it appears that the
collaboration must first have mechanisms in place to facilitate the transfer of knowledge; once these are in
place, it is better if the partner has a relatively narrow knowledge base. Thus, while R&D collaborations
with both suppliers and universities are positively related to product innovation, the narrow knowledge base
provided by collaborations with suppliers appears to have a larger positive impact on product innovation
than the wider knowledge base provided by collaborations with universities. These arguments and findings
are important and novel. The paper is one of the first to theoretically explain and empirically show that
various types of collaborations have a differential influence on product innovation. It goes beyond previous
literature by providing a theoretical logic for ranking the likely impact of types of collaborations on product
innovation. The study also suggests to managers to carefully select the partners for their firms' R&D
collaborations. Collaborations with suppliers appear to be the most promising for product innovation,
followed by collaborations with universities, whereas collaborations with competitors may be detrimental to
product innovation.
van der Valk T, Gijsbers G (2010) The use of social network analysis in innovation studies: Mapping actors
and technologies. Innovation-Management Policy & Practice 12:5-17
The utilization of social network
analysis (SNA) in policy development and evaluation is still very limited. The aim of this paper is to identify
research themes in innovation that may benefit from the application of SNA, and to examine implications
for management and policy that are derived from this application in the academic literature. Three relevant
research themes were identified: 1) networks of collaboration; 2) communication networks; and 3) networks
of technology. The implications for management and policy and promising directions for further research
are discussed.
van Oorschot K, Sengupta K, Akkermans H, van Wassenhove L (2010) Get Fat Fast: Surviving Stage-Gate
(R) in NPD. Journal of Product Innovation Management 27:828-839
Stage-Gate (R) is a widely used
product innovation process for managing portfolios of new product development projects. The process
enables companies to minimize uncertainty by helping them identify-at various stages or gates-the "wrong"
projects before too many resources are invested. The present research looks at the question of whether using
Stage-Gate (R) may lead companies also to jettison some "right" projects (i.e., those that could have become
successful). The specific context of this research involves projects characterized by asymmetrical
uncertainty: where workload is usually underestimated at the start (because new development tasks or new
customer requirements are discovered after the project begins) and where the development team's size is
often overestimated (because assembling a productive team takes more time than anticipated). Software
development projects are a perfect example. In the context of an underestimated workload and an
understaffed team, the Stage-Gate (R) philosophy of low investment at the start may set off a negative
dynamic: low investments in the beginning lead to massive schedule pressure, which increases turnover in
an already understaffed team and results in the team missing schedules for the first stage. This delay
cascades into the second stage and eventually leads management to conclude that the project is not viable
and should be abandoned. However, this paper shows how, with slightly more flexible thinking (i.e., initial
Stage-Gate (R) investments that are slightly less lean), some of the ostensibly "wrong" projects can actually
become the "right" projects to pursue. Principal conclusions of the analysis are as follows: (1) adhering
strictly to the Stage-Gate (R) philosophy may well kill off viable projects and damage the firm's bottom line;
(2) slightly relaxing the initial investment constraint can improve the dynamics of project execution; and (3)
during a project's first stages, managers should focus more on ramping up their project team than on
containing project costs.
Van Wyk RJ (2010) Technology assessment for portfolio managers. Technovation 30:223-228
In 2008
the CFA Institute, a global association of investment professionals, added a new topic to its Professional
Development Program "How to judge the technological strength and potential of companies" This offering
reflects the growing importance of technological considerations in investment decisions. The offering is
rooted in a comprehensive procedure for a technology due diligence exercise The procedure relies on the
recent advances in the management of technology (MOT), and particularly on the functionality grid, a key
construct in the theory of technology The procedure is summarized in a one-page Technology Assessment
Template that allows portfolio managers to perform a quick individual assessment This article describes the
Template and offers brief guidelines as to as use
Vega-Gonzalez LR, Qureshi N, Kolokoltsev OV, Ortega-Martinez R, Blesa S (2010) Technology valuation
of a scanning probe microscope developed at a university in a developing country. Technovation 30:533-539
Precompetitive technology urn refers to devices, equipment, software or processes primarily developed at
universities in developing countries for research or teaching as a result of externally financed projects
contracted between the university institutes, centers or faculties and industry PT is generally embodied in the
form of laboratory prototypes and is licensed via technology transfer (TT) contracts between the university
and external funding agencies or other interested parties In the process of defining the terms of a TT
contract, a fundamental question arises what is the monetary value of a precompetitive technology? In this
paper we present a methodology for PT valuation based on the identification of specific value points (SVP)
related to its development The four-step method includes the definition of a PT value range based on cost
and market approaches, expected incomes, present value and scoring in order to determine the relative
weights of the primary aspects of the intellectual capital behind the technology The valuation methodology
is applied to the specific example of a scanning probe microscope (SPM) developed at the Centro de
Ciencias Aplicadas y Desarrollo Tecnologico of the Universidad Nacional Autonoma de Mexico (UNAM).
Velkov A (2010) The cutting edge - Innovation and entrepreneurship in New Europe. InnovationManagement Policy & Practice 12:249-249
Verganti R (2010) Collaborating with Customers to Innovate: Conceiving and Marketing Products in the
Networking Age. R & D Management 40:433-434
von Hippel E (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory
development?' Technovation 30:555-555
Wang CH, Chin YC, Tzeng GH (2010) Mining the R&D innovation performance processes for high-tech
firms based on rough set theory. Technovation 30:447-458
The research and development (R&D)
innovation of firms continues to be viewed as an important source of competitive advantage to academics
and practitioners. To explore and extract the R&D innovation decision rules, it is important to understand
how the R&D innovation rule-base works. However, many studies have not yet adequately induced and
extracted the decision rule of R&D innovation and performance based on the characteristics and components
of the original data rather than on post-determination models. The analysis of this study is grounded in the
taxonomy of induction-related activities using a rough set theory approach or rule-based decision-making
technique to infer R&D innovation decision rules and models linking R&D innovation to sales growth. The
rules developed using rough set theory can be directly translated into a path-dependent flow network to infer
decision paths and parameters. The flow network graph and cause-and-effect relationship of decision rules
are heavily exploited in R&D innovation characteristics. In addition, an empirical case of R&D innovation
performance will be illustrated to show that the rough sets model and the flow network graph are useful and
efficient tools for building R&D innovation decision rules and providing predictions. We will then illustrate
that integrating the flow network graph with rough set theory can fully reflect the characteristics of R&D
innovation, and, through the established model, we can obtain a more reasonable result than with artificial
influence.
Wang JT, Lin W, Huang YH (2010) A performance-oriented risk management framework for innovative
R&D projects. Technovation 30:601-611
Uncertainty is one of the major inherent difficulties in
developing innovative products due to their highly dynamic markets and technologies The presence of a
large degree of uncertainty leads to high R&D risks resulting in many R&D failures Therefore it is
important to manage R&D risks through all R&D stages to improve R&D project success rates This paper
proposes a new risk management framework that aligns project risk management with corporate strategy and
a performance measurement system to increase success rates of R&D projects and to accomplish corporate
strategic goals The balanced scorecard is used to identify major performance measures of an R&D
organization based on the firm vision and strategy Quality function deployment is adapted to transform
organizational performance measures into project performance measures and a systematic procedure is
developed for risk identification assessment response planning and control The proposed risk management
framework enables an R&D project to be focused on achieving the corporate goals and provides a more
effective way to identify assess analyze and monitor R&D risks along the project cycle The proposed
methodology is illustrated with a drug development project.
Wang MY, Chang DS, Kao CH (2010) Identifying technology trends for R&D planning using TRIZ and text
mining. R & D Management 40:491-509 The current pace of technological development has forced many
companies to invest significant capital and resources in research and development (R&D) activities. A
systematic and efficient method of identifying technology trends and their evolutionary potentials can help
companies guide their R&D planning and wisely allocate their R&D resources. This study proposes a
framework combining the evolutionary trends developed by the Theory of Inventive Problem Solving, or
Teoriya Reshniya Izobretatelskikh Zadatch (TRIZ) in Russian, with the visualization technique of text
mining to systematically identify technology trends from patent documents. As technological information in
patent documents is stored almost entirely in text format, the text mining method allows R&D personnel to
efficiently identify technology trends and effectively conduct R&D planning. Utilizing text mining method
on patents of magnetic random access memory (MRAM) systems and the underlying principles of TRIZ
evolutionary trends, this study shows that MRAM includes 10 important technology trends. These trends
have almost reached the evolutionary limit phase defined by TRIZ, which means that MRAM is fast
becoming a mature technology. Therefore, for businesses that intend to acquire MRAM technology they do
not possess, a wise R&D plan may be licensing the technology, buying the technology from others, or
participating in a joint venture rather than using in-house R&D.
Weiss M, Gangadharan GR (2010) Modeling the mashup ecosystem: structure and growth. R & D
Management 40:40-49
Mashups combine data and services provided by third parties through open APIs
(such as Google Maps and Flickr), as well as internal data sources owned by users. The creation of mashups
is supported by a complex ecosystem of interconnected data providers, mashup platforms, and users. In this
paper, we examine the structure of the mashup ecosystem and its growth over time. Several observations
follow from our analysis. First, we can conclude that while the number of new APIs and mashups over time
follows a linear growth pattern, the distribution of mashups over APIs is not uniform but follows a power
law. This implies that a small number of APIs provides the basis for the majority of mashups, and the other
APIs are only used in certain application niches. Second, our analysis suggests that mashup platforms were
introduced in response to the increasing complexity of mashups, as mashups evolved from one-feature
mashups (widgets). Third, we observe that complementary relationships between open APIs are formed
based on the position of the APIs in the ecosystem. The propensity of two APIs to be used together in the
same mashup depends on the existing number of mashups to which they both contribute. The growth of the
mashup ecosystem follows a pattern where keystone data providers or 'powerful hubs' attract niche data
providers as complementors, and the positions of keystones in the ecosystem are mutually reinforcing.
Whelan E, Teigland R, Donnellan B, Golden W (2010) How Internet technologies impact information flows
in R&D: reconsidering the technological gatekeeper. R & D Management 40:400-413
Previous studies
have firmly established the technological gatekeeper to be a key node in the innovation process - acquiring,
translating, and disseminating external information throughout the R&D unit. However, the gatekeeper
concept has received modest attention in recent times. We argue that the concept needs to be re-examined in
light of the recent advances in Internet technologies that have dramatically altered how knowledge workers
source and share their information. Drawing on social network analysis and interview evidence from a
medical devices R&D group, we find that the gatekeeper role is still vital, but no longer needs to be
performed by a single individual. Instead, the modern R&D group can keep abreast of the latest
technological advances through a combination of Internet-enabled internal and external communication
specialists. This study makes a number of important contributions. The gatekeeper theory is extended
through the development of an updated conceptual framework. We also discuss the practical implications of
our findings and advise R&D managers on how to organise resources to maximise optimal information
flows.
Wolff MF (2010) Worldwide R&D Investment Growth Slowed in 2008/09, New Scoreboards Show.
Research-Technology Management 53:2-4
Wu SC, Fang WC (2010) The effect of consumer-to-consumer interactions on idea generation in virtual
brand community relationships. Technovation 30:570-581
Prior studies have indicated that innovative
ideas can originate either from intra-sector interactions or from outer-sector interactions (e g company-tocustomer) However idea generation in virtual brand communities seems still lacking of empirical research
even though It has become a remarkable Issue nowadays This paper therefore investigates the relationship
between consumer-to-consumer (DC) interaction brand knowledge and idea generation in virtual brand
communities Our hypotheses are tested on the basis of the analysis of data collected from 228 members of
the Mondeo On-line Club in Taiwan The results indicate that C2C interaction is positively associated with
idea generation The hierarchical moderated regression analysis reveals that human capital exerts a
significant moderating effect and brand knowledge has a partial but significant mediating effect on the
relationship between C2C interactions and Idea generation.
Wynstra F, von Corswant F, Wetzels M (2010) In Chains? An Empirical Study of Antecedents of Supplier
Product Development Activity in the Automotive Industry. Journal of Product Innovation Management
27:625-639
In the literature on interorganizational collaboration in product development, considerable
attention is given to supplier role classifications. Such classifications often link to a supplier's position in the
overall supply chain, but the claim that this position has a substantial impact on its product development
activities has seldom been empirically validated. The results from the present survey among Swedish
automotive suppliers demonstrate that supplier product development activity is significantly affected by the
position of the supplier in the supply chain and the supplier's strategic focus on innovation. While the latter
has a stronger impact on product development activities, there is also an interaction effect implying that the
effects of a supplier's innovation strategy are contingent on its supply chain position. Contrary to
expectations, customer development commitment does not have any significant direct effect on supplier
product development activities. Instead, this relation is fully mediated by supplier innovation strategy. These
findings imply that, in contrast to conventional wisdom, product development activities are not strictly
organized in "chains." Although supply chains can be useful metaphors for understanding the distribution of
regular production activities between firms, they arguably apply less to the distribution of product
development activities.
Xie XM, Zeng SX, Tam CM (2010) Overcoming barriers to innovation in SMEs in China: A perspective
based cooperation network. Innovation-Management Policy & Practice 12:298-310
Innovation has been
one of the key drivers of sustainable competitive advantage for small and medium-sized enterprises (SMEs).
On the basis of a survey sample of 188 Chinese manufacturing SMEs, this paper explores barriers,
cooperation networks and policy requirements in innovation for SMEs. This paper reveals that the 'lack of
technical experts' is the most important barrier; the 'customer', the most important cooperation partner; and
the 'preferential tax policy', the most favorable policy in innovation for SMEs. These findings reveal that
many Chinese SMEs have difficulties in achieving successful innovation. Therefore, policies should be
made based on internal and external constraints to facilitate innovation of SMEs, and varied depending on
the size as well as the mode of ownership of firms.
Yanez M, Khalil TM, Walsh ST (2010) IAMOT and Education: Defining a Technology and Innovation
Management (TIM) Body-of-Knowledge (BoK) for graduate education (TIM BoK). Technovation 30:389400
Whether it is called Management of Technology and Innovation (MOTI), Management of
Technology (MOT), Engineering Technology Management (ETM) or Technology and Innovation
Management (TIM), the TIM field is rapidly growing and diverse. This diversity is built upon disparate
university locations of TIM programs: TIM's emerging nature, its wide appeal as well as unique researcher
and practitioner viewpoints. This has created a plethora of education materials, benchmark programs and
pedagogical thought. Yet the field is growing so rapidly that no single source has yet been established which
clearly identifies which topics and educational materials represents its basic Body of Knowledge (BoK). If
this is so, then there is cause for concern. We review TIM pedagogy studies, TIM research, and the
economic realities that initiated and continue to demand TIM education for managers. We leverage the fiveyear body of knowledge development activities of the International Association for the Management of
Technology (IAMOT) education committee. We then develop a TIM BoK topic list and survey stakeholders
that include: academics, industrial professionals and government policy makers. We found that there is a
need for and convergence on a comprehensive TIM BoK source. The result is a TIM BoK source document
that can be utilized to improve and monitor TIM educational programs around the world.
Yang CH, Lin HL, Li HY (2010) Do RD Spinoffs have Higher RD Productivity? Evidence from Taiwanese
Electronics Firms. Industry and Innovation 17:285-307
The startup mode of spinoffs founded by RD
employees (RD spinoffs) within the same industry is widespread in high-tech industries. The founders
usually own specific human capital and key technological capability, enabling them to take the operational
risk and to appropriate rewards of innovations under the industrial environment of rapid technological
change. Whether high-tech RD spinoffs, compared to their other spinoff counterparts, have better RD
productivity remains less well explored. According to the conceptual discussion of the advantages of
intangible innovation assets embodied in company founders, this study argues that the founders' innovation
cognition, knowledge externalities, absorptive capability and routine experience can help RD spinoffs to
have higher RD productivity. We thus propose three hypotheses that are then empirically tested. Based on a
sample of Taiwanese electronics firms, the empirical findings show that RD spinoffs invest with a higher
RD intensity and on average have more patents issued. More importantly, the microeconometric estimates
show that the patent and output elasticities of the RD of RD spinoffs are significantly higher than those of
other firms, indicating that they actually have higher RD productivity.
Yang YJ, Wang CC (2010) Creativity among R&D Professional: Supervisory Support and Personality
Traits. Asian Journal of Technology Innovation 18:229-248 The purpose of this study is to examine how
supervisory support moderates the relationship between personality and creativity among R&D professional
teams. A survey was conducted among 191 participants from 12 departments in the Industrial Technology
Research Institute in Taiwan. Results show that supervisory support has various influences on the creativity
of professionals with different personality traits. R&D professionals with openness to experience are likely
to exhibit creativity only when they perceive high supervisory support. Conscientious professionals are
likely to exhibit creativity when supervisors provide less support. Neuroticism was negatively related to
creativity only when supervisors provide middle support. This study offers potentially invaluable referral for
leaders to stimulate the creativity of subordinates.
Yu ASO, Figueiredo PS, Nascimento PTD (2010) Development Resource Planning: Complexity of Product
Development and the Capacity to Launch New Products. Journal of Product Innovation Management
27:253-266
Overcommitment of development capacity or development resource deficiencies are
important problems in new product development (NPD). Existing approaches to development resource
planning have largely neglected the issue of resource magnitude required for NPD. This research aims to fill
the void by developing a simple higher-level aggregate model based on an intuitive idea: The number of
new product families that a firm can effectively undertake is bound by the complexity of its products or
systems and the total amount of resources allocated to NPD. This study examines three manufacturing
companies to verify the proposed model. The empirical results confirm the study's initial hypothesis: The
more complex the product family, the smaller the number of product families that are launched per unit of
revenue. Several suggestions and implications for managing NPD resources are discussed, such as how this
study's model can establish an upper limit for the capacity to develop and launch new product families.
Yun JHJ, Park S, Lim DW, Hahm SD (2010) Emergence of East Asian TFT-LCD Clusters: A Comparative
Analysis of the Samsung Cluster in South Korea and the Chimei Cluster in Taiwan. Asian Journal of
Technology Innovation 18:201-228
This paper investigates cluster formation and the development
processes of new thin file transistor liquid crystal display (TFT-LCD) clusters in East Asia. Despite the
pivotal role of clusters in regional development and national competitiveness, there are only a few studies on
how new East Asian high-tech clusters have emerged and evolved and how these clusters are similar to and
different from other clusters. Based on a comparative analysis of new TFT-LCD clusters between Samsung
in Asan-Tangjung, South Korea, and Chimei in Tainan, Taiwan, we examine dynamic development
processes and investigate how these rural areas have changed into high-tech clusters in only a decade's time.
Specifically, this paper explores the preconditions and initiation characteristics of TFT-LCD clusters. It also
compares some similarities and differences between two East Asian TFT-LCD clusters and investigates the
uniqueness of other global clusters. Therefore, this paper enhances our understanding of the dynamics of
industrial clusters, adds a comparative perspective on cluster analysis, and suggests policy implications from
the case study of cluster formation in South Korea and Taiwan.
Zeng SX, Xie XM, Tam CM (2010) Relationship between cooperation networks and innovation
performance of SMEs. Technovation 30:181-194
The complexity of innovation processes led to a
tremendous growth in the use of external networks by small- and medium-sized enterprises (SMEs). Based
on a survey to 137 Chinese manufacturing SMEs, this paper empirically explores the relationships between
different cooperation networks and innovation performance of SME using the technique of structural
equation modeling (SEM). The study finds that there are significant positive relationships between inter-firm
cooperation, cooperation with intermediary institutions, cooperation with research organizations and
innovation performance of SMEs, of which inter-firm cooperation has the most significant positive impact
on the innovation performance of SMEs. Surprisingly, the result reveals that the linkage and cooperation
with government agencies do not demonstrate any significant impact on the innovation performance of
SMEs. In addition, these findings confirm that the vertical and horizontal cooperation with customers,
suppliers and other firms plays a more distinct role in the innovation process of SMEs than horizontal
cooperation with research institutions, universities or colleges, and government agencies.
Zeppini P, van den Bergh J (2010) Competing Recombinant Technologies for Environmental Innovation:
Extending Arthur's Model of Lock-In. Industry and Innovation 18:317-334 This article presents a model
of sequential decisions about investments in environmentally dirty and clean technologies, which extends
the path-dependence framework of B. Arthur (1989, Competing technologies, increasing returns, and lock-in
by historical events, The Economic Journal, 99, pp. 116-131). This allows us to evaluate if and how an
economy locked into a dirty technology can be unlocked and move towards clean technology. The main
extension involves the inclusion of the effect of recombinant innovation of the two technologies. A
mechanism of endogenous competition is described involving a positive externality of increasing returns to
investment which are counterbalanced by recombinant innovation. We determine conditions under which
lock-in can be avoided or escaped. A second extension is osymmetry breakingo of the system due to the
introduction of an environmental policy that charges a price for polluting. A final extension adds a cost of
environmental policy in the form of lower returns on investment implemented through a growth-depressing
factor. We compare cumulative pollution under different scenarios, so that we can evaluate the combination
of environmental regulation and recombinant innovation.