Rok 2009
Aaboen L (2009) Explaining incubators using firm analogy. Technovation 29:657-670
Incubators are
initiated to accelerate the development of new technology-based firms. Policy actors see them as a tool to
initiate or revive innovativeness in regions and universities as a way to commercialize research results.
However, even though the intended results of the incubator are good it is not known how the incubator
should be managed and organized in order to achieve this end. When faced with a new type of organizations
analogies can provide insights gathered from other contexts. To contribute to the further understanding of
incubators this paper discuss the implications, in terms of highlighted dimensions and further clarifications
needed when using the analogy of a firm. The paper uses empirical findings from six incubators. The
discussion shows it is not clear who is the actual customer of the incubator. For example, can the policy
actors that provide the funding to the incubator be seen as a customer paying for the service of regional
revival and the NTBFs Customers when their fees are not in relation to the services they are provided? In the
discussion it is suggested that the incubator can have many customers with different value creation processes
or no customers depending on the viewpoint taken.
Abramo G, D'Angelo CA, Di Costa F, Solazzi M (2009) University-industry collaboration in Italy: A
bibliometric examination. Technovation 29:498-507
This work investigates public-private research
collaboration between Italian universities and domestic industry, applying a bibliometric type of approach.
The study is based on an exhaustive listing of all co-authored publications in international journals that are
jointly realized by Italian university scientists and researchers in the private sector; this listing permits the
development of a national mapping system for public-private collaboration that is unique for its extensive
and representative character. It is shown that, in absolute terms, most collaborations occur in medicine and
chemistry, while it is industrial and information engineering that shows the highest percentage of coauthored articles Out of all articles in the field. In addition, the investigation empirically examines and tests
several hypotheses concerning the qualitative-quantitative impact of collaboration on the scientific
production of individual university researchers. The analyses demonstrate that university researchers who
collaborate with those in the private sector show research performance that is superior to that of colleagues
who are not involved in such collaboration. But the impact factor of journals publishing academic articles
co-authored by industry is generally lower than that concerning co-authorships with other entities. Finally, a
further specific elaboration also reveals that publications with public-private co-authorship do not show a
level of multidisciplinarity that is significantly different from that of other publications.
Al-Somali SA, Gholami R, Clegg B (2009) An investigation into the acceptance of online banking in Saudi
Arabia. Technovation 29:130-141
Although a regional leader, Internet banking in Saudi Arabia is yet to
be fully utilised as a value-adding tool to improve customer relationships and achieve cost advantages. The
aim of this study was to identify the factors that encourage customers to adopt online banking in Saudi
Arabia. The research constructs were developed based on the technology acceptance model (TAM) and
incorporated some extra important control variables. The model was empirically verified to examine the
factors influencing the online banking adoption behaviour of 400 customers. The findings of the study
suggests that the quality of the Internet connection, the awareness of online banking and its benefits, the
social influence and computer self-efficacy have significant effects on the perceived usefulness (PU) and
perceived ease of use (PEOU) of online banking acceptance. Education, trust and resistance to change also
have significant impact on the attitude towards the likelihood of adopting online banking. The implications
of the findings are discussed and suggestions for future research are presented.
Albors-Garrigos J (2009) Innovation Management and New Product Development, 4th edition. R & D
Management 39:226-228
Albors-Garrigos J, Hidalgo A, Hervas-Oliver JL (2009) The Role of Knowledge-intensive Service Activities
(KISA) in Basic Agro-food Processes Innovation: The Case of Orange Packers in Eastern Spain. Asian
Journal of Technology Innovation 17:31-55 The relevance of innovation in services has been outlined by
the knowledge-intensive business services (KIBS) concept, which has been empirically and theoretically
developed in the context of service innovation. The conceptual and methodology approach of knowledgeintensive service activities (KISA) links the production of knowledge to innovative activities, and has
become a relevant focus for the analysis of innovation within a firm. Though relatively new, it has been
given a great deal of attention by practitioners and academics in the last five years. This paper will explore,
analyze, and compare the ways in which knowledge-intensive activities occur in a small cluster of mature
and low-tech industries: orange and lemon selection in Spain. The paper aims to assess the impact of KISA
on the firm's innovation and performance, as well as to analyze whether KISA occurrence is correlated with
certain characteristics of firms such as size, organizational profile, market focus, and other characteristics. A
model correlating these variables will additionally be proposed and validated.
Alcorta L, Tomlinson M, Liang AT (2009) Knowledge Generation and Innovation in Manufacturing Firms
in China. Industry and Innovation 16:435-461
This paper explores and measures the knowledge
generation process through identifying and examining the latent factor structure of the individual,
managerial and cognitive dimensions of knowledge generation and investigating how these factors may
relate to each other and to product innovation in the context of firms in China. We applied exploratory factor
analysis and conducted a survey in Jiangsu province which is a main location of manufacturing activity and
a large recipient of investment in science and technology in China. We found that individual and managerial
factors included individual depth of knowledge, organizational commitment, academic orientation and
managerial features, while cognitive factors involved developing a global and local knowledge base and
engaging in imitative, embodied and/or minimalist learning strategies. The study also uncovered close
associations between the depth of knowledge of individuals and their ability to develop a global knowledge
base and between a minimalist learning strategy and the existence of a local knowledge base.
Alford P, Clarke S (2009) Information technology and tourism a theoretical critique. Technovation 29:580587
This paper aims to initiate a debate regarding the paradigms underpinning the planning and
implementation of IT in multi-stakeholder scenarios in the tourism sector. The problem is stated as: "how do
we ensure that, as technological solutions are implemented within tourism, due consideration is given to
human-centred issues?" The approach taken in this paper is to undertake a critique of the field-enabled by
the application of a framework borrowed from social theory. A critique of three tourism case studies of
failed IT implementation points to the dominance of a Postpositivist mindset which, it is argued, has
contributed to the failure through its inability to manage the complexity of the human system involved.
Critical Theory is suggested as an alternative paradigm, with its emphasis on the normative structures
through which stakeholders view the world. Habemas' theory of communicative action offers a framework
for identifying these structures and is recommended as an avenue for future research.
Aminullah E (2009) Long-range Planning to Foster Innovation in Indonesia. Asian Journal of Technology
Innovation 17:49-70
This paper will assess innovation policy as a process of rational planning. The
analysis focuses on the new direction and content of innovation policy, as well as on the conditional factors
for a successful long-term implementation of innovation policy. The rational planning on innovative
capability should be motivated by the realization of a knowledge-based economy. Long-term forecasting of
technology and economic growth should support long-range planning in Indonesia. Learning from the
experience of past policies, the future implication for the success of innovation policy implementation in
Indonesia should be determined by i) authority of policy execution, ii) synergy of cross-sectors policy, and
iii) efficacy of policy instruments. The key success factor in conditioning the three factors would depend on
favorable public support in the form of political will from the government and innovative entrepreneurial
spirit from the private sector.
Andersen PH, Drejer I (2009) Together we share? Competitive and collaborative supplier interests in
product development. Technovation 29:690-703
While supplier involvement in product development
projects can contribute with valuable knowledge and expertise, such involvement also poses organizational
and managerial challenges. particularly if several rival suppliers are involved. This paper explores these
challenges in the wind turbine industry, based on two interrelated Danish case studies, The analysis results
in three propositions regarding how supplier rivalry and technological specialization influences roles,
coordination patterns and communication between actors in distributed product development projects.
Andersson M, Hellerstedt K (2009) Location Attributes and Start-ups in Knowledge-Intensive Business
Services. Industry and Innovation 16:103-121
This paper examines start-ups in knowledge-intensive
business services (KIBS) across Swedish regions by individuals with a formally recognized capacity to
produce and develop advanced business services. The empirical analysis focuses on whether their
involvement in entrepreneurship may be explained by location attributes. As much as 75 percent of the
KIBS founders have prior work experience from business services, suggesting that KIBS start-ups are more
frequent in regions where the KIBS sector is already large. Controlling for the stock of potential
entrepreneurs and the stock of KIBS firms, it is shown that variables reflecting both supply-side conditions
and market size influence KIBS start-up activity. Results are consistent with the hypothesis that KIBS
entrepreneurship in a region is stimulated by the simultaneous presence of (i) knowledge resources
conducive for the generation and diffusion of knowledge and ideas upon which new firms can be established
and (ii) a large market.
Angel PO, Sanchez LS (2009) R&D managers' adaptation of firms' HRM practices. R & D Management
39:271-290 The heads of R&D departments are those most responsible for the adaptation of firms' human
resource management (HRM) practices to the idiosyncrasies of their departments. From their description,
this paper analyzes the HRM practices in R&D departments and the adaptation achieved in four different
firms. The data suggest that the main adaptations are produced primarily in recruiting and organizing the
work of R&D personnel. In contrast to suggestions in the specialized literature, less adaptation is found in
other HRM practices analyzed (managerial support and degree of delegation, compensation and career
plans). Psychological theories of procedural justice and social comparison can improve our understanding of
such results. The organizational structure affects the reference group for such comparisons and,
consequently, the R&D managers' capacity to adapt such practices. Based on these arguments, the
delegation of HRM practices to R&D departments will enhance the degree of adaptation of such policies.
Aronson ZH, Lechler TG (2009) Contributing beyond the call of duty: examining the role of culture in
fostering citizenship behavior and success in project-based work. R & D Management 39:444-460
Shifting goals, priorities and evolving customer demands require an exceptional effort, beyond the call of
duty, on the part of employees to increase the likelihood for successful implementation of technologically
driven projects. Our model posits that citizenship behavior, which captures individuals' behavior that goes
above and beyond prescribed roles, effects project success and is influenced by the culture that exists in the
project. We provide support for the model utilizing 222 participants in 71 product development, IT
implementation and engineering projects, originating in firms from various industries in the United States
using structural equation modeling. Owing to the constraints typically facing project managers, in terms of
personnel availability and control over rewards, our findings suggest that project culture can be used by
managers as an alternative lever to trigger employees' citizenship behavior, which in turn drives success. We
provide valuable implications for individuals assigned to lead projects, who are concerned with aligning
project culture with citizenship behavior, as part of their planning activities.
Asgari B, Yen LW (2009) Accumulated Knowledge and Technological Progress in Terms of Learning
Rates: A Comparative Analysis on the Manufacturing Industry and the Service Industry in Malaysia. Asian
Journal of Technology Innovation 17:71-99 Known as the largest exporter of rubber and tin for decades,
Malaysia began its industrialization by shifting from agriculture towards the manufacturing industry. This
study shows the recent signs of Malaysia's transition from an industrial to a post-industrial age. This is
similar to Japan's transition from an industrial society in the 1980s, with manufacturing technology at its
center, to a knowledge-based society, with information technology as its core, in the 1990s. Studying the
Malaysian industries' technological progress suggests that Malaysia is about to undergo a transition from a
dominating industrial age towards an economy with a strong service industry. Continuous technological
learning and management should be emphasized to help Malaysian industries in adjusting to a new era of
global challenges while remaining highly competitive. Measuring and monitoring technological learning is
essential for technological capacity building and for policy management. This study measured the learning
rates in the manufacturing and service industries of Malaysia. A dynamic cubic learning curve model was
incorporated into a neoclassical production function and was used to measure learning coefficients in the
Malaysian manufacturing and service industries. The findings demonstrated that the learning trend in each
sub-sector in both the manufacturing and service industries behaved in three distinct manners: convex with a
minimum, concave with a maximum, and concave with no maximum. The identification of the performing,
forgetting, and non-performing years of each individual industry attests to the dynamism in the
technological learning of Malaysia's manufacturing and service industries.
Asheim BT, Ejermo O, Rickne A (2009) When is Regional Beautiful? Implications for Knowledge Flows,
Entrepreneurship and Innovation Introduction. Industry and Innovation 16:1-9
Athaide GA, Klink RR (2009) Managing Seller-Buyer Relationships during New Product Development.
Journal of Product Innovation Management 26:566-577
Ineffective relationship management with
potential buyers during new product development (NPD) can be an important contributor to new product
failure in technology-based, industrial markets. However, empirical research on managing these
relationships remains underdeveloped. This study addresses this deficiency by developing an empirically
based taxonomy of relationship approaches used by sellers to develop technology-based, industrial
innovations, identifying situational characteristics that correlate with the choice of a particular relationship
approach, and evaluating sellers' satisfaction with their relationship approach. The study's conceptual model
is rooted in transaction cost analysis (TCA) and draws from extant literature on seller-buyer relationships
during NPD. It was tested with data from 334 small to mid-sized firms in a variety of technology-based
industrial markets. The results indicate that sellers use three basic relationship approaches during NPD: a
bilateral approach, a buyer-guided approach, and a seller-guided approach. While the bilateral approach
relies on a mutual exchange of information, the buyer-guided and seller-guided approaches do not.
Juxtaposed with the high levels of satisfaction experienced by sellers in the sample, the study suggests that
no one relationship approach is universally desirable. Therefore, managers may need to engage in a portfolio
of relationship approaches with buyers during NPD; further, these approaches should correlate with buyerrelated (i.e., perceived buyer knowledge and prior relationship history) and innovation-related (i.e., product
customization and technological uncertainty) characteristics. Collectively, these results can help sellers
optimize their relationships with buyers during NPD.
Auger JF (2009) Economic Development Through Entrepreneurship: Government, University, and Business
Linkages. Technovation 29:74-75
Augustine NR (2009) THE IRI MEDALIST'S ADDRESS R&D: KEY TO THE 21st CENTURY. ResearchTechnology Management 52:26-+ Advances in science and engineering have brought the world to a place
where distance no longer matters. In such a world it is necessary to ask how well Americans are being
equipped to compete for business and jobs. It was to answer this question that the U.S. National Academies
issued its 2005 "Gathering Storm" study report. The report warned that America's competitive edge would
have to be its ability to innovate through cutting-edge research, create new products and services, and
undertake extraordinary entrepreneurship. Among other recommendations, it called for producing 10,000
fully qualified math and science teachers every year and doubling the investment in basic research. Although
the Obama administration has initiated a major increase in funding for research and research facilities, the
challenge will be to sustain this increase for 15-20 years of more.
Avnimelech G, Schwartz D (2009) Structural changes in mature Venture Capital industry: Evidence from
Israel. Innovation-Management Policy & Practice 11:60-73
This article deals with the penetration of
Venture Capital (VC) industry to a new geographical market and the changes that took place during its
transition from the growth to the mature stage of development. We suggest that when VC industry enters a
new geographical market, it will initially include very few, but extremely innovative agents. As the industry
grows more agents enter the market, and it becomes on one hand more conservative and on the other more
competitive. The first effect has a significant negative side effect - a decrease in industry innovativeness and
barriers to industry renewal. We illustrate this argument using the Israeli case and present detailed
quantitative analysis of the Israeli VC industry development between 1991 and 2007.
Awazu Y, Baloh P, Desouza KC, Wecht CH, Kim J, Jha S (2009) Information-Communication
Technologies Open up Innovation. Research-Technology Management 52:51-58
OVERVIEW:
Information-Communication Technologies (ICTs) are no longer just for internal use. Rather, in the era of
open and distributed innovation, they must be leveraged by businesses and organizations to reach, record
and review ideas from internal and external sources ranging from vendors, suppliers and customers to
employees. ICTs enable the entire innovation process, from idea generation and development to
experimenting and testing, and finally, to commercialization of ideas.
Badescu M, Garces-Ayerbe C (2009) The impact of information technologies on firm productivity:
Empirical evidence from Spain. Technovation 29:122-129
In this article, we propose to analyse the
impact of investments in information technologies (ITs) on the productivity of Spanish firms. Using a
representative panel of 341 medium-sized and large firms, we used a Cobb-Douglas function to measure the
contribution of IT capital to labour productivity. The results obtained reveal that the sensitivity of labour
productivity to changes in technological capital intensity is positive and significant when firm-specific
effects are corrected. However, this relationship is not significant when not only firm-specific, but also
period-specific effects, are corrected. The conclusion obtained from these results shows that, although the
firms in the samples experienced some improvement in labour productivity in the considered period, this
improvement was not significantly derived from IT investment.
Bakhshi H, McVittie E (2009) Creative supply-chain linkages and innovation: Do the creative industries
stimulate business innovation in the wider economy? Innovation-Management Policy & Practice 11:169-189
Knowledge transfer between businesses is facilitated by their supply-chain relationships. Creative businesses
in sectors such as advertising, architecture and software are heavily engaged in business-to-business activity.
This opens up the possibility that the creative industries, as a focal point for creativity, stimulate and support
business innovation in the wider economy. This study combines data on business-to-business relationships
between creative and non-creative sectors, based on input-output tables for the UK, and firm-level data on
business innovation, taken from the Community Innovation Survey, to explore whether the creative
industries support innovation through this channel.
Banerjee PM, Campbell BA (2009) Inventor bricolage and firm technology research and development. R &
D Management 39:473-487
We examine the conditions around firm use of 'inventor bricolage,' or the
reconstruction of technological capabilities through reallocation of extant individual inventors to address
new opportunities embodied in patents. Empirically, we examine the dynamics of both firm and individual
patenting activity in publicly traded Life Science Diagnostic firms to explore how inventor bricolage is
related to firms' existing research and development (R&D) capabilities and firms' acquisition of external
capabilities through merger and acquisition (M&A) activities. Evidence at the firm level suggests that
breadth of inventors' human capital and collaboration with co-researchers with relevant experience is
positively related to inventor bricolage. At the inventor level, the fewer patents an inventor has, the broader
the individual's prior patent portfolio, and the more co-researchers with relevant experience, the more likely
inventors will patent in a new area. M&A does not appear to have an impact on the utilization of existing
human capital. Our findings suggest that R&D managers should assign inventors with less assimilative
capacity and more creative capacity in teams where there is relevant experience in order to promote inventor
bricolage.
Barczak G, Griffin A, Kahn KB (2009) PERSPECTIVE: Trends and Drivers of Success in NPD Practices:
Results of the 2003 PDMA Best Practices Study. Journal of Product Innovation Management 26:3-23
Since 1990, the Product Development & Management Association (PDMA) has sponsored best practice
research projects to identify trends in new product development (NPD) management practices and to discern
which practices are associated with higher degrees of success. The objective of this ongoing research is to
assist managers in determining how to improve their own product development methods and practices. This
paper presents results, recommendations, and implications for NPD practice stemming from PDMA's third
best practices study, which was conducted in 2003. In the eight years since the previous best practices study
was conducted, firms have become slightly more conservative in the portfolio of projects, with lower
percentages of the total number of projects in the new-to-the-world and new-to-the-firm categories.
Although success rates and development efficiencies have remained stable, this more conservative approach
to NPD seems to have negatively impacted the sales and profits impact of the new products that have been
commercialized. As formal processes for NPD are now the norm, attention is moving to managing the
multiple projects across the portfolio in a more orchestrated manner. Finally, firms are implementing a wide
variety of software support tools for various aspects of NPD. NPD areas still seriously in need of improved
management include idea management, project leadership and training, cross-functional training and team
communication support, and innovation support and leadership by management. In terms of aspects of NPD
management that differentiate the "best from the rest," the findings indicate that the best firms emphasize
and integrate their innovation strategy across all the levels of the firm, better support their people and team
communications, conduct extensive experimentation, and use numerous kinds of new methods and
techniques to support NPD. All companies appear to continue to struggle with the recording of ideas and
making them readily available to others in the organization, even the best. What remains unclear is whether
there is a preferable approach for organizing the NPD endeavor, as no one organizational approach
distinguished top NPD performers.
Benassi M, Di Minin A (2009) Playing in between: patent brokers in markets for technology. R & D
Management 39:68-86 Here we argue that patent brokers do not only stay in between supply and demand
of innovation, but play in between executing complex transactions and taking entrepreneurial risk. In doing
so, they serve a support function to R&D managers of firms adopting various approaches to technological
change. We discuss how economic and sociological theories explain brokerage and its existence. Our
qualitative analysis of the current practice of patent brokerage in the United States finds some evidence in
support of such arguments, and moreover helps us reach a taxonomy of brokerage. We conclude with our
own proposition, suggesting that even in very dense environments, the bridging role of intellectual property
intermediaries is that of market makers, who leverage their specific investment to play in between
technology demand and supply.
Benner MJ (2009) Dynamic or Static Capabilities? Process Management Practices and Response to
Technological Change. Journal of Product Innovation Management 26:473-486
Whether and how
organizations adapt to changes in their environments has been a prominent theme in organization and
strategy research. Within this research, there is controversy about whether organizational routines hamper or
facilitate adaptation. Organizational routines give rise to inertia but are also the vehicles for change in recent
work on dynamic capabilities. This rising interest in routines in research coincides with an increase in
management practices focused on organizational routines and processes. This study explores how the
increasing use of process management practices affected organizational response to a major technological
change through new product developments. The empirical setting is the photography industry over a decade,
during the shift from silver-halide chemistry to digital technology. The advent and rise of practices
associated with the new ISO 9000 certification program in the 1990s coincided with increasing
technological substitution in photography, allowing for assessing how increasing attention to routines
through ISO 9000 practices over time affected ongoing responsiveness to the technological change. The
study further compares the effects for the incumbent firms in the existing technology with nonincumbent
firms entering from elsewhere. Relying on longitudinal panel data models as well as hazard models, findings
show that greater process management practices dampened response to new generations of digital
technology, but this effect differed for incumbents and nonincumbents. Increasing use of process
management practices over time had a greater negative effect on incumbents' response to the rapid
technological change. The study contributes to research in technological change by highlighting specific
management practices that may create disconnects between firms' capabilities and changing environments
and disadvantage incumbents in the face of radical technological change. This research also contributes to
literature on organizational routines and capabilities. Studying the effects of increasing ISO 9000 practices
undertaken in firms provides an opportunity to gauge the effects of systematic routinization of
organizational activities and their effects on adaptation. This research also contributes to management
practice. The promise of process management is to help firms adapt to changing environments, and, as such,
managers facing technological change may adopt process management practices as a response to uncertainty
and change. But managers must more fully understand the potential benefits and risks of process
management to ensure these practices are used in the appropriate contexts.
Berg D, Einspruch NG (2009) Research note: Intellectual property in the services sector: Innovation and
technology management implications. Technovation 29:387-393
Corporate innovation is the subject of
several recent articles in the business press and of discussion in academic circles and international
conferences. Recently, Business Week reported a study that identified "The World's Most Innovative
Companies." Ocean Tomo, an investment banking firm, developed a list of 300 companies that had major
value in their patent portfolios, a surrogate for innovation. Using a technique called "Data Surface Mining"
(DSM), these previously published data were further analyzed to characterize the similarities and differences
between the Goods and Services Sectors; the results of these analyses are presented here. In addition, the
issues of technology management especially relevant to the Services Sector are presented. These issues are
of critical importance in light of the fact that the Services Sector represents 80% (Gross Domestic Product
and/or employment) of the United States economy and is of increasing importance in the global economy. It
is also important to note that technology management in the Services Sector has not been given
proportionate attention in the academic literature.
Biazzo S (2009) Flexibility, Structuration, and Simultaneity in New Product Development. Journal of
Product Innovation Management 26:336-353
A large body of research has pointed out the need for a
contingent approach in the design of new product development processes, highlighting the risk of simply
accepting a normative perspective that leads to the identification and diffusion of decontextualized "best
practices.'' In the literature there are contrasting views regarding the identification of the characteristics of
product innovation processes in extremely uncertain and dynamic conditions. Some studies propose a
fascinating dichotomy: the contraposition between flexible processes and Stage-Gate(R) processes. They
maintain that Stage-Gate(R) processes are characterized by "early and sharp'' product definition and clear
separation between concept development and implementation (detail design and production ramp-up),
whereas flexible development models seek to delay the concept freeze point and overlap product
development stages going beyond concurrent engineering. Other studies have arrived at seemingly
conflicting results; the suitability of the early and sharp product definition approach in turbulent
environments is debated without supporting the dichotomy between. exible processes and Stage-Gate(R)
processes. Moreover, additional reasons for questioning the contraposition between Stage-Gate(R) and.
exible processes come from a series of studies on the management of discontinuous innovation. The aim of
the present study was to develop a conceptual framework that can overcome this widely accepted but
controversial dichotomy. The framework is based on the recognition of the orthogonality among three
analytical dimensions: organizational, informational, and temporal. The organizational dimension refers to
the structuration of the process. The informational dimension deals with classifying the development
activities and investigating the firm's product definition approach (early and sharp mode vs. late freeze
mode). The temporal dimension relates to the execution strategies of development tasks. The threedimensional framework enables us to better understand the complex relationships between the degree of
structuration in process design (organizational dimension), the degree of intersection between problemformulation and problem-solving in product definition (informational dimension), and different types of
execution strategies (temporal dimension).
Bidault F, Castello A (2009) Trust and creativity: understanding the role of trust in creativity-oriented joint
developments. R & D Management 39:259-270
In this article we report on the design, prototyping and
results of a research effort aimed at identifying whether and how trust affects the innovativeness of a
partnership between two players. The methodology combined an experiment and two questionnaires. The
research aimed to increase our understanding of trust and its impact on the innovative outcome of
cooperation and to derive some guidance for economic actors, namely R&D managers and executives who
intend to build innovation-oriented relationships with their business partners. Specifically, we investigated
the effect of trust on partners' creativity and willingness to invest financially in a joint development. Our
results show that more trustful partners invest higher amounts in the alliance, while there seems to be an
optimum amount of mutual trust between partners who maximize their joint creativity and innovativeness; if
the level of mutual trust is below or above this threshold, their joint creativity seems to increase less or even
to decrease. Our findings suggest that joint development projects should always include explicit trust
development activities at the beginning of the project, and that the amount of trust in the joint team should
be monitored to avoid the negative consequences of excessive trust.
Bierly PE, Stark EM, Kessler EH (2009) The Moderating Effects of Virtuality on the Antecedents and
Outcome of NPD Team Trust. Journal of Product Innovation Management 26:551-565
The fundamental
dynamics of virtual and traditional face-to-face teams may be very different. The purpose of this study is to
empirically examine and assess the moderating effects of virtuality on the antecedents and outcome of trust,
where virtuality is measured along a continuum from face to face (no virtuality) to fully virtual rather than
the more common approach of dichotomizing teams into two groups (i.e., face to face and virtual). The
sample includes 116 different new product development teams from a variety of industries. The antecedents
of trust that are studied are familiarity, goal clarity, training, relationship conflict, and process conflict. The
outcome of trust is analyzed by determining how the impact of trust on cooperation changes as the level of
virtuality changes. Primary findings are as follows: (1) Relationship conflict can be more detrimental to
virtual teams than face-to-face teams because it is very difficult for team members of virtual teams to
resolve their interpersonal disputes; (2) goal clarity is more important for face-to-face teams and less
important for virtual teams in creating trust among team members; and (3) the impact of trust on cooperation
is less for virtual teams than face-to-face teams. The primary implication for researchers and practice of
these findings is that the role and importance of trust in virtual teams needs to be reevaluated. Managers
using virtual teams need to realize that interpersonal relationships in virtual teams do not evolve in the same
manner as face-to-face teams and may require different management techniques to be successful.
Bjork J, Magnusson M (2009) Where Do Good Innovation Ideas Come From? Exploring the Influence of
Network Connectivity on Innovation Idea Quality. Journal of Product Innovation Management 26:662-670
This paper aims to add to innovation management theory and practice by exploring the interrelationship
between innovation idea quality and idea providers' network connectivity, using social network analysis.
The study uses a database from a company that has worked systematically with idea management over a
long period of time and today has a well-established information technology system that collects ideas from
a large number of employees. In addition to the idea database, a number of interviews with key individuals
within innovation were conducted to create rich contextual knowledge and understand more in detail how
ideas are handled in the company. The analysis indicated that there is a clear interrelationship between the
network connectivity and the quality of the innovation ideas created. The analysis was done for all the
innovation ideas and then for ideas created by single individuals and by groups, respectively. In all three
analyses the proportion of high-quality innovation ideas increased, as a step function, between the least
connected group and the group thereafter. There is apparently a need for a certain amount of relations to
increase the proportion of high-quality innovation ideas generated. Regarding only ideas provided by single
individuals, more connections within the network resulted in a higher proportion of high-quality ideas. A
different pattern was seen for ideas provided by groups as the proportion of high-quality innovation ideas
grew with some increase in the connectivity of groups but declined with a further increase in connectivity.
The findings suggest a number of implications for ideation management. To increase the number of highquality innovation ideas created by individuals, the possibility to interact with other people should be
supported and facilitated. However, in these settings, where individuals work with others in different groups,
the most connected groups perform worst in terms of the proportion of high-quality ideas generated, which
points to the necessity to consider a multitude of factors when managing ideation.
Blau J (2009) Europe R&D Initiatives Struggle To Lift Off. Research-Technology Management 52:6-8
Blau J (2009) Nokia To Give Away Ideas and Innovations. Research-Technology Management 52:4-7
Blau J (2009) New Spurs for Europe's Small Firms. Research-Technology Management 52:5-7
Boardman PC, Ponomariov BL (2009) University researchers working with private companies (vol 29, pg
142, 2009). Technovation 29:574-574
Boardman PC, Ponomariov BL (2009) University researchers working with private companies.
Technovation 29:142-153 Despite the growing interest in university-industry interactions, there has been
little systematic assessment of the university scientists who work with private companies. This study uses a
national survey of tenured and tenure-track scientists in the US to identify personal and professional
characteristics that affect whether university scientists interact with private companies and, if so, the ways in
which they interact. We account for a broad range of professional and personal predictors of scientists'
interactions with the private sector, including funding sources, institutional affiliations, tenure status, support
of students, scientific values, and demographic attributes. The motivation for this broad-based analysis is
similar to that which has motivated studies of the "entrepreneurial university" demonstrating how a slew of
factors including unique histories, traditions, and organizational structures shape universities' approaches to
knowledge exchanges and technology transfers with industry [Bercovitz, J.E.L., Feldman, M.P., Feller, I.,
Burton, R.M., 2001. Organizational structure as a determinant of academic patent and licensing behavior: an
exploratory study of Duke, Johns Hopkins, and Pennsylvania State Universities. Journal of Technology
Transfer 26, 21-35; O'Shea, R.P., Allen, T.J., Chevalier. A., Roche, F., 2005. Entrepreneurial orientation,
technology transfer and spinoff performance of U.S. universities. Research Policy 34 (7), 994-1009].
Similarly, we start with the premise that there is substantial individual-level variation amongst university
scientists that governs whether and how they may interact with private companies.
Bosch-Sijtsema PM, Postma T (2009) Cooperative Innovation Projects: Capabilities and Governance
Mechanisms. Journal of Product Innovation Management 26:58-70
This paper is concerned with how
firms in a project-based industry cooperate in technological innovation projects in the construction industry.
The main focus of the paper is on the sharing of capabilities in cooperative innovation projects and how
these cooperations are governed. A knowledge-based perspective is applied, and four cooperative innovation
projects in the construction industry are compared. Based on the case studies, a set of propositions is
defined. First, a cooperation aimed at a mutual strategic benefit in mutually gaining access to the knowledge
bases of the involved firms, while maintaining their own differentiated knowledge base, can result in more
stable and long term relationships with mutual trust between the cooperating firms. Second, in a cooperation
aimed at a mutual strategic benefit in mutually gaining access to the knowledge bases of the involved firms,
partners not only gain access to each other's technological capabilities but also develop and share knowledge
about organizational aspects and market situations and gain knowledge about the way of working of the
partner firm. Third, in a cooperation aimed at mutual strategic benefit in mutually gaining access to the
knowledge bases of the involved firms, noncodifiability of the capabilities is conditional to create a win-win
situation. And fourth, cooperation aimed at a mutual strategic benefit in mutually gaining access to the
knowledge bases of the involved firms is based on mutual competence and intentional trust as its main
governance mechanism, whereas contracting between market parties aimed at knowledge-output
transactions is represented by limited trust and arms' length (contractual) relationships as its main
governance mechanism.
Braganza A, Awazu Y, Desouza KC (2009) Sustaining Innovation Is Challenge for Incumbents. ResearchTechnology Management 52:46-56
In today's competitive environment, the ability of an organization to
innovate is paramount. While most organizations have flashes or spurts of innovation, only a handful have
been able to innovate on a continuous and sustained basis. This paper surveys the challenges faced by firms
when trying to build sustainable innovation programs. These findings have been derived from an
examination of innovation programs in over 30 organizations in North America, Europe and Asia.
Braun A, Reger G (2009) Innovation, Science and Institutional Change: A Research Handbook. R & D
Management 39:108-109
Brem A, Voigt KI (2009) Integration of market pull and technology push in the corporate front end and
innovation management-Insights from the German software industry. Technovation 29:351-367
Within
the framework of this paper, an extensive literature overview of technology and innovation management
aspects on market pull and technology push will be given. The existing classification of market pull and
technology push will be particularly shown and called into question by suggesting a conceptual framework.
Additionally, the most common front end innovation models will be introduced. Finally, the authors will
introduce how a technology-based service company is managing the connection of these two alternatives. A
special focus will be laid on the accordant methods in order to search for current market needs and new
related technologies. The selected case study will focus on one of Germany's biggest and most successful
software development and information technology service providers. Based on interviews, document
analysis, and practical applications, an advanced conceptual framework will be introduced as to how market
pull and technology push activities within the corporate technology and innovation management can be
integrated. Hence, the purpose of the paper is to introduce a theory-based conceptual framework that can be
used in today's corporate environment. In this context, technology managers may use the results as a
conceptual mirror, especially regarding the influencing factors of innovation impulses and the use of
interdisciplinary teams (with people from inside and outside the company) to accomplish successful
corporate technology and innovation management.
Brophey G, Brown S (2009) Innovation practices within small to medium-sized mechanically-based
manufacturers. Innovation-Management Policy & Practice 11:327-340
Manufacturing SMEs remain an
underdeveloped area of Interest in the literature on innovation. SMEs whose principal skill sets are
mechanical in nature (MechSMEs) and that serve multiple customer groups offer a particularly rich context
for the study of innovation practices that are mostly under the control of the firm's managers. This
empirically-based paper uses case studies based on multiple units of analysis within each firm so that the
overall innovation practices of four mature firms (average firm age 45 years, minimum 20 years) and the
practices used within thirteen specific innovations (both product and process innovations) were studied. This
combination of studying firm-specific and innovation-specific practices was used to construct a picture of
the most important innovation practices within each firm. Based on the identification of the two most
innovative firms, the findings indicate that approximately half of these firms' innovation practices were
shared with the other firms, while the other half of the practices were found to be either idiosyncratic or only
partially shared. Of particular interest were fifteen innovation practices that were particularly influential
within the two most innovative firms.'
Brostrom A, McKelvey M, Sandstrom C (2009) Investing in Localized Relationships with Universities:
What are the Benefits for RD Subsidiaries of Multinational Enterprises? Industry and Innovation 16:59-78
In spite of a long-standing interest in the distribution of knowledge spillovers from university research, there
is only limited theoretical understanding of if and when opportunities to interact with a research university
constitute a significant force of attraction for globally mobile investment in RD. Based on an empirical
investigation of the benefits of interaction with universities, this paper proposes an analytical framework and
four ideal types of strategy for localised collaboration between RD subsidiaries and universities. This
taxonomy, which largely transcends industry sectors, and the illustrative cases presented in this paper
provide insights into the potential scope for localised university-industry interaction from the perspective of
multinational enterprises. By connecting the empirical results to the question whether these benefits are
significant enough to enhance a region's attractiveness as a location for RD, we are able to develop a better
understanding of the alternative strategies for policymakers and university leaders interested in stimulating
such linkages.
Buganza T, Dell'Era C, Verganti R (2009) Exploring the Relationships Between Product Development and
Environmental Turbulence: The Case of Mobile TLC Services. Journal of Product Innovation Management
26:308-321
Managing innovation in turbulent environments (e.g., in environments with extreme
uncertainty and complexity in market needs and technological opportunities) is a major challenge. A recent
stream of studies in the management literature has suggested that when facing turbulent environments, firms
should deploy more flexible development processes. This paper approaches this issue by looking at the
Italian mobile telecommunications (TLC) industry. Nine in-depth case studies were conducted in five
different companies. Data analysis showed some important results. First of all environmental turbulence
should be considered to be project specific rather than company or industry specific. Moreover, it can come
from both shift in the market needs and in the technology. Nevertheless, it seems clear that having rapid
changes is not enough to have environmental turbulence. If rapid changes can be somehow foreseen, there is
no turbulence at all. Hence, when approaching projects in potentially turbulent environments, managers
should assess both rapidity and unpredictability of the environment. Finally, looking at the in-depth cases,
the paper points out what of the main practices to increase flexibility that are described in literature are
actually adopted by companies. In case of turbulence (both in the market and/or in the technology)
companies delay concept freezing point. Moreover, in the case of technological turbulence, they also
leverage on rapid project iterations, whereas in case of market turbulence they more likely adopt early
experiments involving customers, formal and cross-functional project teams, and flat organizational
structures.
Campagnolo D, Camuffo A (2009) What Really Drives the Adoption of Modular Organizational Forms? An
Institutional Perspective from Italian Industry-Level Data. Industry and Innovation 16:291-314 While the
rise of modular organizational forms is a global phenomenon, explicit causal models are currently available
only for the US case. To date, no study has been conducted outside the USA about what drives firms to use
modular organizational forms, and why would firms in some industries generally rely on more modular
organizational forms than firms in other industries. Building on Schilling and Steensma's work of 2001, we
apply general systems modularity theory to the Italian case and explain why in some industries there is a
greater use of modular organizational forms using data from 68 manufacturing industries. The results of our
regression analysis diverge significantly from the US case showing that, in the Italian case, organizational
modularity is driven by labor intensity, industry specificities and nation-specific factors.
Cao C, Simon DF, Suttmeier RP (2009) China's innovation challenge. Innovation-Management Policy &
Practice 11:253-259
China has made tremendous progress in building its science and technology
capabilities. But to achieve its ambitions to become an innovation-oriented nation, the country has to
challenge itself by establishing an enterprise-centered national innovation system, better spending the
increasing sums of money on innovation, improving its intellectual property rights regime, overcoming
talent shortage, and nurturing a culture of creativity.
Carbonell P, Rodriguez-Escudero AI, Pujari D (2009) Customer Involvement in New Service Development:
An Examination of Antecedents and Outcomes. Journal of Product Innovation Management 26:536-550
Customer involvement has been recognized as an important factor for successful service development.
Despite its acknowledged importance, a review of the literature suggests that there is little empirical
evidence about the effectiveness and outcomes of interacting with customers while developing new services.
Similarly, the extant literature shows mixed views about the effect of technological uncertainty on customer
involvement and the effectiveness of customer involvement at different stages of the new service
development process. Against this backdrop, the present study has three objectives: (1) to investigate the
effects of customer involvement on operational dimensions (i.e., innovation speed and technical quality) and
market dimensions (i.e., competitive superiority and sales performance) of new service performance; (2) to
examine the effect of technological novelty and technological turbulence on customer involvement; and (3)
to explore the moderating effect of the stage of the development process on the relationships among
technological novelty, technological turbulence and customer involvement, and customer involvement and
new service performance. A total of 807 firms with 75 or more employees in a varied set of industries were
selected from the Dun & Bradstreet's 2004 listing of Spanish service firms. A questionnaire was mailed to
the person in charge of new service development at each company. A total of 102 complete questionnaires
were returned. Findings reveal that whereas customer involvement has a positive direct effect on technical
quality and innovation speed, it has an indirect effect on competitive superiority and sales performance
through both technical quality and innovation speed. The study also finds a positive effect of technological
novelty as well as technological turbulence on customer involvement. Contrary to expectations, the study
does not find any moderating effects of the stage of the development process. This study has several
theoretical and managerial implications. In terms of theoretical implications, the study supports the role of
technological uncertainty (novelty and turbulence) as an antecedent to customer involvement. It also
provides empirical evidence of the impact of customer involvement on operational and market dimensions
of new service performance. In terms of managerial implications, the study offers critical insights on how
customer involvement in new service development translates into improved new service performance.
Furthermore, it reveals that the importance of customer involvement in technologically uncertain contexts
and its impact on new service performance are independent of the stage of the development process,
suggesting that managers should involve customers throughout the entire development process.
Carleysmith SW, Dufton AM, Altria KD (2009) Implementing Lean Sigma in pharmaceutical research and
development: a review by practitioners. R & D Management 39:95-106
The authors recount their
experience of the implementation of lean thinking and Six Sigma in pharmaceutical development research
and development (R&D). Use of Lean Sigma in pharmaceutical manufacturing is widespread and generally
noncontentious. Lean Sigma is used successfully to improve the development of new pharmaceutical
manufacturing processes. However, the value of the application of lean and Six Sigma ideas to research &
development is controversial. Published material is reviewed, and then the methods, tools, barriers and
benefits are discussed, with recommendations for implementation of Lean Sigma into an R&D organisation.
Castellion G (2009) Market Rebels: How Activists Make or Break Radical Innovations. Journal of Product
Innovation Management 26:689-689
Castellion G (2009) Strategy, Innovation, and Change: Challenges for Management. Journal of Product
Innovation Management 26:596-597
Castellion G (2009) Value Merchants: Demonstrating and Documenting Superior Value in Business
Markets. Journal of Product Innovation Management 26:244-246
Cecere G (2009) VoIP Diffusion among New Entrants: A Path Dependent Process. Industry and Innovation
16:219-245
The path dependency literature provides insights on the dynamic allocation processes in
which events are non-ergodic and have multiple absorbing states. Technological change belongs to this class
of processes. This paper contributes to this conceptual framework by analysing the distinction between path
and past dependence. The aim is to investigate how firms implement new innovations in localized
technological changes. This conceptual framework is developed to present a longitudinal case study
describing the history of VoIP (Voice over Internet Protocol) diffusion using data triangulation. From the
empirical findings, it emerges that new entrants have applied the technology with creativity, following a
path dependent process, offering free voice communication, while incumbents have applied the technology
within a past dependent pattern and thus the benefits to their customers have been reduced and delayed.
Cetindamar D, Phaal R, Probert D (2009) Understanding technology management as a dynamic capability:
A framework for technology management activities. Technovation 29:237-246
This paper explores the
topic of technology management (TM) through the lens of dynamic capabilities theory. Technological
changes are continuously creating new challenges and opportunities new product, service, process and
organisational development. However, these opportunities need to be captured and converted into value
through effective and dynamic TM. This requires a new way of understanding TM that captures its dynamic
nature as well as managerial aspects. A TM framework is presented that is based oil dynamic capabilities
theory, emphasising the development and exploitation of technological capabilities that are changing oil in
ongoing base. Dynamic capabilities theory is not primarily concerned with fixed assets, but rather aims to
explain the way in which a firm allocates resources for innovation over time, how it generates and deploys
its existing resources, and where it obtains new resources. This is highly relevant for developing an approach
to TM that can explain how combinations of resources and processes can be developed, deployed and
protected for each TM activity. A framework is proposed that positions TM activities with respect to the
wider business context, supported by a case study to illustrate the value of the TM framework.
Cetindamar D, Wasti SN, Ansal H, Beyhan B (2009) Does technology management research diverge or
converge in developing and developed countries? Technovation 29:45-58 The main purpose of this paper
is to understand whether the research of developing and developed countries in the technology management
(TM) field converge or diverge in terms of topics, approaches, research focus, and methods. International
trends are explored based on the comparison of developed and developing countries' academia, conducted
through a content analysis of the main TM journals over the period of 1995-2005. The analysis of a random
sample of 325 articles indicates a clear differentiation of major topics studied by developing and developed
country academics. The paper ends with a call for future studies to focus more on the particularities of
developing countries in order to enrich the TM literature by increasing our understanding of TM theory and
its applications in developing countries.
Chairatana PA (2009) Knowledge, Innovation, and Service System in Latecoming Southeast Asia. Asian
Journal of Technology Innovation 17:143-163
This paper discusses trends on the convergence of
knowledge, innovation, and service in Southeast Asia. It portrays an innovation system's evolution in this
geographical area using the role of knowledge-intensive service (KIS) as a key mechanism toward "an
intangible reform" through an application of Megatrend analysis and with special reference to the regional
context. It also reflects disparities and mismatches between the existing paradoxes of a contemporary sociotechno-economic theory and the complexity of a global innovation system's evolution. In introducing the
"knowledge, innovation, and service system" (KISS) as an alternative analytical framework, the paper
proposes five key elements for this emerging system, namely, agent, space, scope, practice, and innovation,
in order to promote further development and discussion.
Chang YS, Lin TR, Yu HC, Chang SC (2009) THE CEOs OF HSINCHU SCIENCE PARK. ResearchTechnology Management 52:12-13
Chiesa V, Frattini F, Lazzarotti V, Manzini R (2009) Performance measurement in R&D: exploring the
interplay between measurement objectives, dimensions of performance and contextual factors. R & D
Management 39:488-518
Measuring research and development (R&D) performance has become a
fundamental concern for R&D managers and executives in the last decades. As a result, the issue has been
extensively debated in innovation and R&D management literature. The paper contributes to this growing
body of knowledge, adopting a systemic and contextual perspective to look into the problem of measuring
R&D performance. In particular, it explores the interplay between measurement objectives, performance
dimensions and contextual factors in the design of a performance measurement system (PMS) for R&D
activities. The paper relies on a multiple case study analysis that involved 15 Italian technology-intensive
firms. The results indicate that firms measure R&D performance with different purposes, i.e. motivate
researchers and engineers, monitor the progress of activities, evaluate the profitability of R&D projects,
favour coordination and communication and stimulate organisational learning. These objectives are pursued
in clusters, and the importance firms attach to each cluster is influenced by the context (type of R&D,
industry belonging, size) in which measurement takes place. Furthermore, a firm's choice to measure R&D
performance along a particular perspective (i.e. financial, customer, business processes or innovation and
learning) is influenced by the classes of objectives (diagnostic, motivational or interactive) that are given
higher priority. The implications of these results for R&D managers and scholars are discussed in the paper.
Chircu AM, Mahajan V (2009) PERSPECTIVE: Revisiting the Digital Divide: An Analysis of Mobile
Technology Depth and Service Breadth in the BRIC Countries. Journal of Product Innovation Management
26:455-466
Can mobile communication technologies bridge the digital divide between developing and
developed countries? This paper shows that the divide looks differently from what was previously thought
for the fastest-growing developing countries-Brazil, Russia, India, and China (BRIC) based on 2006 data.
While mobile technology depth (number subscriptions as percentage of population) is lower in BRIC, it has
been rapidly growing, equaling, or surpassing some developed countries for BRIC such as Russia and
Brazil. BRIC such as India and Russia also equal or surpass several developed countries in 2006 in terms of
mobile technology breadth (service variety) on 34 individual and five categories of mobile services available
worldwide. While some BRIC may be behind developed countries on one of these dimensions in 2006, they
are ahead on the other dimension. Thus, the digital divide between BRIC and developed countries can be
narrower, absent, or even reversed, depending on the metric used. This paper argues that BRIC can serve as
frontrunners whose lessons on technology diffusion can be applied in other developing countries. The paper
presents implications for new product and innovation management and digital divide research and for policy
making and business processes for high-tech companies in BRIC and other developing countries.
Chiva R, Alegre J (2009) Investment in Design and Firm Performance: The Mediating Role of Design
Management. Journal of Product Innovation Management 26:424-440
Design management is an
increasingly important concept, research into which is remarkably scarce. Although the literature suggests
that design management has an effect on design effectiveness, there is no empirical support for the impact of
design management on firm performance. Furthermore, few studies have quantified the contribution that
design makes to company performance. The aim of this paper is to analyze the effect of design investment
on company performance and how this relationship is mediated by design management skills. Structural
equation modeling was used to test the research hypotheses on a data set from the Italian and Spanish
ceramic tile industry. Results suggest, first, that design management enhances firm performance. Second,
this research also provides empirical evidence that investing in design is positively related to design
management. Third, design management plays a significant role in determining the effects of design
investment on firm performance. Companies that manage design effectively and efficiently attain better
performance than those that do not. Therefore, good design does not emerge by chance or by simply
investing in design but rather as the result of a managed process. Additionally, a methodological
contribution of the present study lies in the empirical validation of a scale to assess design management
skills. Finally, some suggestions are put forward for future lines of research that would complement this
study and would go beyond some of its limitations.
Cho SP, Park SY, Park GS, Lee WK, Song WH (2009) Comparative Analysis on the Performance
Evaluation of National R&D Projects. Asian Journal of Technology Innovation 17:121-142
This paper
reviews and compares the performance evaluation system of research and development (R&D) programs in
advanced countries and provides suggestions for its improvement. The programs reviewed are the Advanced
Technology Program (ATP) in the United States, the Framework Program in the European Union (EU),
technology development programs in Japan, and industrial technology development programs in Korea. The
evaluation of the Korea Institute of Industrial Technology Evaluation and Planning (ITEP) mainly focuses
on the economic effects of the project, therefore detailed information on commercialization such as sales
volume, cost reduction, increase in market share, costs of commercialization, changes in price, changes in
demand, causes of suspended commercialization, and employment effects is required. ATP's Performance
Report is interested not only in commercialization but also in creation and dissemination of knowledge. The
performance report in EU measures three dimensions of performance: the achievement of goals, the outputs
and outcomes, and the macro impacts of the research projects. The evaluation in Japan, both in project and
in program, balances between the achievement of national policy goals and the economic effects. The results
suggest that qualitative evaluation factors indicating creation and dissemination of knowledge and the macro
impacts of the research projects/programs should be considered in the evaluation system of ITEP. In
conclusion, R&D performance evaluation system is necessary to measure the achievement of goals, outputs,
outcomes, and impacts using a multidimensional performance indicator. This paper provides awareness and
access to the best evaluation methods available for project managers.
Choi J (2009) Characteristics of the Client Sectors of R&D Services in Korea. Asian Journal of Technology
Innovation 17:173-193 The Korean government has had difficulty in boosting the R&D services industry
despite of the huge expectation for its potential benefits as a source of innovation facilitators. This paper
argues that the initial key is not only in R&D service providers but also in R&D service client firms because
the providers do not have a common ground in the outcome but rather in the function provided for diverse
client firms. This paper categorizes manufacturing client sectors by their use of R&D services and
investigates the behaviors of R&D services utilization by each sector group. As a result, it classifies client
sectors into four groups, namely, new growth engine sectors, high-technology-based key industrial sectors,
traditional industrial sectors, and consumer-goods sectors. The detailed characteristics of each group are
determined by using a questionnaire survey. The study shows the need for a customized approach to R&D
service development by client sectors.
Christiansen JK, Varnes CJ (2009) Formal Rules in Product Development: Sensemaking of Structured
Approaches. Journal of Product Innovation Management 26:502-519
Many scholars consider the use of
formal structured approaches to manage product development as very significant for successful product
innovation. Others consider them a predictor of the likely outcome of the processes. Structured approaches
can be considered management technologies for product development. Prior research has addressed the
design of structured approaches and has measured how different types or generations of these are related to
different processes and outcomes in different ways. However, only limited research has addressed how
managers and employees actually understand and makes sense of these methods. This paper investigates
how structured approaches are translated through a number of interpretations into daily practices. The
research draws on research in sociology and management accounting to analyze structured approaches for
product development as a managerial technology that consists of rules that individuals must understand (i.e.,
make sense of). The paper presents arguments for building a model of factors that influence the sensemaking
of structured approaches for product development based on Scandinavian cases. First, structured approaches
are presented as a type of managerial technology that consists of rules. Second, a framework to classify
structured approaches for product development according to their degree of elaborateness and
exhaustiveness is derived. This helps to identify the types of rule systems in companies-and how these
influence everyday practices. The sensemaking from rules to practice is implemented through a number of
translations, based on the context, the history, and the authorized statements and feedback processes.
Empirical findings show that structured approaches differ both with respect to their degree of elaborateness
and exhaustiveness. Additionally, firms differ greatly in terms of how rigorously they enforce the rules.
Furthermore, the importance assigned to them by functional managers and project managers differ greatly.
Even companies with extensive and elaborate rule regimes enforce the rules in a flexible manner, and rules
are often applied at the discretion of project managers. Practices are influenced by the interpretation, use,
and feedback from senior managers. Observations make it possible to develop a model for the sensemaking
processes that influences how a specific structured approach through sensemaking is altered, modified, and
sometimes even cut off from influencing innovation processes. The sensemaking of rules might reverse
elaborate and exhaustive rules into quite flexible systems in practice. One implication of this is that
individual sensemaking of structured approaches for product development thus needs to be analyzed to
understand managerial practices. Another implication is that it cannot be assumed, a priori that formal
approaches are the same as exercised practices.
Collins L (2009) West 'Hemorrhaging' Its Best Brains, Study Claims. Research-Technology Management
52:2-5
Collins L (2009) Cultural Differences Drive Innovation, Conference Hears. Research-Technology
Management 52:4-6
Connell D (2009) Using government procurement to help grow new science and technology companies:
Lessons from the US small business innovation research (SBIR) programme. Innovation-Management
Policy & Practice 11:127-134
Cooper RG (2009) How Companies Are Reinventing Their Idea-to-Launch Methodologies. ResearchTechnology Management 52:47-57
The Stage-Gate (R) system introduced in the mid-1980s has helped
many firms drive new products to market. But leaders have adjusted and modified the original model
considerably and built in many new best practices. They have made the system more flexible, adaptive and
scalable; they have built in better governance; integrated it with portfolio management; incorporated
accountability and continuous improvement, automated the system: bolted on a proactive front-end or
discovery stage; and finally, adapted the si,,stein to include "open innovation." All of these improvements
have rendered the system faster more focused, more agile and leaner, and far better suited to today's rapid
pace of product innovation.
Cooper RG (2009) The State of Product Development. Research-Technology Management 52:6-7
Cosner RR (2009) Industrial Research Institute's R&D Trends Forecast for 2009. Research-Technology
Management 52:19-26
Cotterman R, Fusfeld A, Henderson P, Leder J, Loweth C, Metoyer A (2009) Aligning Marketing and
Technology to Drive Innovation. Research-Technology Management 52:14-20
Creating breakthrough
innovations requires alignment of both marketing and R&D processes within organizations. In a study aimed
at determining the most effective practices for developing innovative new products, executives from 32
successful technology companies were interviewed. Success in achieving breakthrough innovation was
found to depend strongly on the nature of a firm's organizational structure, market research processes and
corporate culture. Those companies with a history of successful breakthrough innovation have established
processes that integrate marketing and technology functions. They utilize cross-functional teams that
identify more strongly with the innovation project than with their functional orientation, participate in idea
generation processes that marry marketing pull and technology push, engage both marketing and R&D staff
in market research processes, and integrate R&D and market inputs when selecting innovation targets.
Couchman PK, Fulop L (2009) Examining partner experience in cross-sector collaborative projects focused
on the commercialization of R&D. Innovation-Management Policy & Practice 11:85-103
The paper
reports key findings from a four year study of cross-sector collaborative R&D projects in Australia testing a
theoretical model formulated to explain partner collaboration experience and perceived project success. The
study contributes to the understanding of knowledge-intensive collaborations, and indicates how their
benefits can be sustained under conditions of high uncertainty. The study was of cross-sector collaborative
projects within the Australian Cooperative Research Centre (CRC) Program which involved multiple
partners and which were focused on the commercialization of R&D. The model was empirically tested
through a survey of project leaders and the results provided support for the three main effects hypothesized.
The theoretical, methodological and practical implications of the study's findings for the field of
interorganizational relations (IOR) are discussed, and a new construct of project management competence is
proposed as a determinant of positive partner experiences at the project level. This study adds to the growing
body of work on interorganizational collaborative arrangements by providing systematic empirical support
for a theoretical model of cross-sector R&D collaboration at the project level and at the completion or near
completion phase of project development.
Cui ZJ, Loch CH, Grossmann B, He R (2009) Outsourcing Innovation. Research-Technology Management
52:54-63
Although innovation outsourcing has become a widespread practice in R&D management,
managers oil the ground wonder which project management practices are required for technology
development with external providers. A 17 examination of 24 outsourced development projects at Siemens
identified five common drivers of success. Among these, project-specific partner competence as well as
maintaining in-house competence distinguish successes from failures. In addition, each innovation source
has specific success drivers. These include managing expectations (customers tend to get carried away
thinking they call sell the technology, next month) and protecting one intellectual property in collaborations
with competitors and start-ups. When a mature rather than novel technology is outsourced, the success
drivers shaft from project issues to producibility and system compatibility
Cunningham S, Higgs P (2009) Measuring creative employment: Implications for innovation policy.
Innovation-Management Policy & Practice 11:190-200
Both creative industries and innovation are
slippery fish to handle conceptually, to say nothing of their relationship. This paper faces, first, the problems
of definitions and data that can bedevil clear analysis of the creative industries. It then presents a method of
data generation and analysis that has been developed to address these problems while providing an evidence
pathway supporting, the movement in policy thinking from creative out ut (through industry sectors) to
creative input to the broader economy (through a focus on occupations/activity). Facing the test of policy
relevance, this work has assisted in moving the ongoing debates about the creative industries toward
innovation thinking by developing the concept of creative occupations as input value. Creative inputs as
'enablers' arguably has parallels with the way ICTs have been shown to be broad enablers Of economic
growth. We conclude with two short instantiations of the policy relevance of this concept: design as a
creative input; and creative human capital and education.
Daghfous A, Barkhi R (2009) The strategic management of information technology in UAE hotels: An
exploratory study of TQM, SCM, and CRM implementations. Technovation 29:588-595
Although IT
applications in the hotel industry have largely been devoted to the handling of routine operational problems,
it has become increasingly evident for hoteliers that proactively incorporating IT into their set-vices,
operations, and strategy is a key element in their quest for service excellence and high profits. Based on a
recent survey of IT applications and challenges in four- and five-star hotels in the UAE, this study presents
the findings of an exploratory empirical investigation in this understudied. yet one of the fastest growing
tourist destination in the world. Insights and recommendations for hotel managers in the region are,
thereafter, drawn from the findings.
Dahlgren H, Valentin F (2009) Shaken, Not Stirred: The Re-combinatorial Capacity of High-Tech Regions
Redeployment of Resources Released from the Downsizing of a Lead Pharmaceutical Firm. Industry and
Innovation 16:33-58
This paper examines the re-combinatorial capacity (RCC) of regional high-tech
economies. Empirically the paper studies the emergence and development of new firms derived in various
forms from a downsizing lead pharmaceutical firm (Pharmacia). A model is developed conceptualizing RCC
of regions by the levels of business creation obtained at different levels of asset complexity for given levels
of decomposition of available resources. RCC of Pharmacia's home region (Stockholm-Uppsala) is
characterized by mapping all 75 new firms derived from Pharmacia onto the RCC space, revealing low RCC
particularly for resources released from Pharmacia in highly decomposed form. Recombinations whereby
managers from Pharmacia and other related incumbents become founders of new bio drug discovery firms
(DDFs) come out as particularly scarce when benchmarked against the simultaneous emergence of a DDF
sector in the otherwise comparable Copenhagen region. Venture capital is argued to be a key mechanism in
RCC affecting high-tech entrepreneurship. We test and confirm that compared to their Copenhagen
counterpart, DDFs in the Stockholm-Uppsala region received much less early stage venture financing which
therefore provided notable disincentives for re-combinatorial manager-to-founder transitions.
Dalton MA (2009) What's Constraining Your Innovation? Research-Technology Management 52:52-64
Leaders regularly need more from their innovation investment while technology and marketing groups are
already stretched too far Although the typical response to this dilemma is to add process (and the attendant
bureaucracy) or to teach project and time management skills, these approaches often just end up with people
running faster on the same treadmill. The answer lies in the more subtle direction of the Theory of
Constraints (TOC)-a tool that has historically been used to help manufacturing operations identify and
eliminate bottlenecks. This approach enables innovators to rapidly improve their growth results while
gradually creating a culture of continuous innovation improvement. Whether in consumer or industrial
markets, whether in products or services, a TOC approach works with the current process to find the
innovation bottleneck-the constraint that is holding back all the other steps in the process. Then five
focusing steps are used to rigorously eliminate that constraint and move on to the next with an increase in
innovation throughput as each cycle of improvement is completed.
Daniel LJ, Davis CR (2009) What Makes High-Performance Teams Excel? Research-Technology
Management 52:40-45 Managers who lead high-performance teams in highly competitive industries must
balance complex interpersonal relationships with corporate deadlines and quality standards. Pressure on the
team to perform and the leader to deliver can frequently produce detrimental outcomes. Insightful
management of a diverse team of high-peforming inter-organizational R&D professionals requires
operational latitude for effective convergence of multiple complex relationships. IBM has cultivated and
refined techniques that facilitate the commitment and community necessary for optimum team performance
and successful product delivery.
Davis CH, Creutzberg T, Arthurs D (2009) Applying an innovation cluster framework to a creative industry:
The case of screen-based media in Ontario. Innovation-Management Policy & Practice 11:201-214
The
extension of the innovation cluster approach to creative industries is relatively recent. In this article we
discuss the application of a formal cluster benchmarking model to a creative industry, the Ontario screenbased media industry (here defined as the film, television, and interactive digital media [IDM] sectors), the
results of which shed insight into the ways that creative and technology-based clusters differ from one
another. We discuss five challenges of approaching a creative industry in terms of an innovation cluster: 1)
accurately understanding the nature and significance of innovation processes in cultural industries; 2)
facilitating the linkages, spillovers, and externalities that are believed to be of strategic significance; 3)
factoring in the clusters numerous trans-local external linkages; 4) innovation policy measures for labor,
entrepreneurs, and small firms in media industries; 5) identifying cluster-specific implications of actual or
potential policy measures for innovation in an industry in which policy influences are widespread.
Dayan M, Di Benedetto CA, Colak M (2009) Managerial trust in new product development projects: its
antecedents and consequences. R & D Management 39:21-37
This research examines the impacts of
relationship-based antecedents (e. g., procedural justice) and character-based antecedents (e. g., transactional
leadership) on managerial trust in new product development (NPD) teams. The moderating impact of
environmental turbulence on team performance is also investigated. Using data from 107 NPD projects in
Turkey, we find that procedural justice, distributive justice, and transformational leadership are significantly
related, and conflict is negatively related to managerial trust. We also find that managerial trust is
significantly related to product success and team learning under both high and low environmental
conditions, but it is significantly related to speed-to-market only under high-turbulent conditions. We
conclude by discussing the theoretical and managerial implications.
de Jong G, Woolthuis RJK (2009) The content and role of formal contracts in high-tech alliances.
Innovation-Management Policy & Practice 11:44-59 In this study we investigate the governance structure
of innovation processes in high-tech alliances, focusing on the content and role of formal contracts. The
design of a formal agreement is one of the most important strategic decisions for alliance partners. Drawing
upon transaction cost arguments and social exchange theory, we study the determinants of contractual detail
of collaborative agreements in the Dutch high tech industry. The findings confirm important roles for
transactional and relational characteristics. We also show that contracts have multiple functions: they are
important to safeguard risks but are also used to co-ordinate alliance activities and show commitment; or to
safeguard external contingencies. Each of these different dimensions has unique antecedents.
Deevi SC (2009) Innovation Tournaments: Creating and Selecting Exceptional Opportunities. ResearchTechnology Management 52:69-70
Deevi SC (2009) Build an Industry Hot Rod: The Nuts and Bolts of Leaving Competitors in the Dust.
Research-Technology Management 52:62-62
Dell'Era C, Verganti R (2009) Design-driven laboratories: organization and strategy of laboratories
specialized in the development of radical design-driven innovations. R & D Management 39:1-20
Nowadays, consumers are paying increasing attention towards the socio-cultural aspects of products. For
this reason firms must consider the need for linguistic and semantic innovations as well as technological and
functional innovations. Historically, the knowledge needed for each kind of innovation has been separately
developed and interpreted: while technological knowledge is developed by industrial R&D centers, the
knowledge about socio-cultural trends is often tacit and developed by design studios and marketing
agencies. The paper analyzes nine in-depth case studies about companies that develop radical design-driven
innovations for the household environment. It aims to identify the principal characteristics of the companies'
R&D organizations [their design-driven laboratories (DDL)]. It introduces a classification of DDL that
reveals how specific organizational characteristics might facilitate different innovation strategies.
Desouza KC et al. (2009) Crafting organizational innovation processes. Innovation-Management Policy &
Practice 11:6-33
Innovation is a crucial component of business strategy, but the process of innovation
may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation
requires a firm grasp of the innovation process. Few organizations have transparently defined such a
process. Based on the findings of an exploratory study of over 30 US and European companies that have
robust innovation processes, this paper breaks down the innovation process into discrete stages: idea
generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion
and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several
common tensions and concerns at each stage, which are enumerated; industry examples are also given.
Finally, strategies for and indicators of organizational success around innovation are discussed for each
stage. Successful organizations will use an outlined innovation process to create a common framework for
discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of
the innovation process.
Devi SC (2009) The Innovator's Guide to Growth: Putting Disruptive Innovation to Work. ResearchTechnology Management 52:61-61
Di Benedetto CA (2009) Special Issue: Special Issue from the PDMA and EIASM International Research
Conference on New Product Development, Hamburg, Germany, June 2008. Journal of Product Innovation
Management 26:600-600
Di Benedetto CA (2009) Untitled. Journal of Product Innovation Management 26:472-472
Di Benedetto CA (2009) Untitled. Journal of Product Innovation Management 26:359-359
Di Benedetto CA (2009) Untitled. Journal of Product Innovation Management 26:247-247
Di Benedetto CA (2009) JPIM Impact Continues to Increase. Journal of Product Innovation Management
26:1-2
Dissel MC, Phaal R, Farrukh CJ, Probert DR (2009) Value Roadmapping. Research-Technology
Management 52:45-53 Technology managers have a wide range of methods and tools at their disposal for
deciding whether to invest in early-stage technologies. However these techniques are mostly focused on
quantitative measures such as discounted cash flow and real options techniques, and in the early uncertain
stages of technology development they lack accuracy. By adopting a qualitative approach called value
roadmapping, the potential future value streams for early-stage technologies can be explored and hence a
clearer consensus-based picture of the future potential of new technologies derived. The VRM method is a
workshop-based process that brings together cross-functional perspectives and supporting communication,
in particular between technical and commercial groups. The technique has been developed and tested in
seven cases in both large technology-intensive companies and research-driven SMEs and institutes.
Dodgson M, Xue L (2009) Innovation in China. Innovation-Management Policy & Practice 11:2-5
Dong JQ (2009) User Acceptance of Information Technology Innovations in the Chinese Cultural Context.
Asian Journal of Technology Innovation 17:129-149
The paper explores user acceptance of information
technology innovations in the Chinese cultural context. Although user acceptance has been extensively
studied and has long been recognized as being affected by culture, there is a paucity of research on the topic
in cultural settings other than North America. This paper enriches the literature by developing a model based
on 12 prominent theories of technology acceptance and innovation diffusion in the Chinese cultural context.
Perceived usefulness, ease of use, compatibility, result demonstrability, and facilitating saliently determine
the behavioral intention of Chinese users to use information technology innovations. In addition, such
relationships are mediated by attitudes toward behavior. The paper further contributes by providing a
theoretical explanation through a lens of cultural clusters and dimensions theory. The findings are discussed
with respect to cultural differences in power distance, individualism, uncertainty avoidance, masculinity, and
long-term orientation between the United States (U.S.) and China, which would influence users' acceptance
of information technology innovations.
Ebner W, Leimeister JM, Krcmar H (2009) Community engineering for innovations: the ideas competition
as a method to nurture a virtual community for innovations. R & D Management 39:342-356
'Crowdsourcing' is currently one of the most discussed key words within the open innovation community.
The major question for both research and business is how to find and lever the enormous potential of the
'collective brain' to broaden the scope of 'open R&D'. Based on a literature review in the fields of
Community Building and Innovation Management, this work develops an integrated framework called
'Community Engineering for Innovations'. This framework is evaluated in an Action Research project - the
case of an ideas competition for an ERP Software company. The case 'SAPiens' includes the design,
implementation and evaluation of an IT-supported ideas competition within the SAP University Competence
Center (UCC) User Group. This group consists of approximately 60,000 people (lecturers and students)
using SAP Software for educational purposes. The current challenges are twofold: on the one hand, there is
not much activity yet in this community. On the other, SAP has not attempted to systematically address this
highly educated group for idea generation or innovation development so far. Therefore, the objective of this
research is to develop a framework for a community-based innovation development that generates
innovations, process and product ideas in general and for SAP Research, in particular, combining the
concepts of idea competitions and virtual communities. Furthermore, the concept aims at providing an
interface to SAP Human Resources processes in order to identify the most promising students in this virtual
community. This paper is the first to present an integrated concept for IT-supported idea competitions in
virtual communities for leveraging the potential of crowds that is evaluated in a real-world setting.
Edmondson C, Nembhard IM (2009) Product Development and Learning in Project Teams: The Challenges
Are the Benefits. Journal of Product Innovation Management 26:123-138
The value of teams in new
product development (NPD) is undeniable. Both the interdisciplinary nature of the work and industry trends
necessitate that professionals from different functions work together on development projects to create the
highest-quality product in the shortest time. Understanding the conditions that facilitate teamwork has been
a pursuit of researchers for nearly a half century. The present paper reviews existing literature on teams and
team learning in organizational behavior and technology and innovation to offer insights for research on
NPD teams. Building on prior work, the organizational benefits of NPD teams are summarized, and five
attributes of these teams are identified that hinder attainment of their potential: (1) project complexity; (2)
cross-functionality; (3) temporary membership; (4) fluid team boundaries; and (5) embeddedness in
organizational structures. It is argued here that effective management of these five attributes allows not only
organization-level benefits but also team-level benefits in the form of new capabilities and team member
resilience. The critical roles of leadership and of communication and conflict management training are then
highlighted as strategies for overcoming the challenges to team effectiveness in NPD as well as for realizing
five team benefits: (1) project management skills; (2) broad perspective; (3) teaming skills; (4) expanded
social network; and (5) boundary-spanning skills. The paper concludes with a discussion of the implications
of these ideas for conducting future team research.
Ejermo O (2009) Regional Innovation Measured by Patent Data-Does Quality Matter? Industry and
Innovation 16:141-165 This paper devises a new way of measuring the geographical scope of innovation
based on patent data and compares its geographical distribution with that of patents granted and production.
Indicators of patent quality are used to form an index of regional innovation, which is argued to be an
improvement over patent counts, which are seen as indicators of inventions. Innovations are more
concentrated than inventions, which in turn are more concentrated than production, gauged by employment
levels. Innovations are, moreover, concentrated to regions with already high production and invention levels.
This indicates that the concentration of innovation is understated, as raw, patent counts are used to proxy for
innovation rather than quality patents. The results further point to the need for revaluing effect of R&D on
local innovative activity.
Ellonen HK, Wikstrom P, Jantunen A (2009) Linking dynamic-capability portfolios and innovation
outcomes. Technovation 29:753-762
The objective of this paper is to explore the relationship between
dynamic capabilities and different types of online innovations. Building on qualitative data from the
publishing industry, our analysis revealed that companies that had relatively strong dynamic capabilities in
all three areas (sensing, seizing and reconfiguration) seem to produce innovations that combine their existing
capabilities on either the market or the technology dimension with new capabilities on the other dimension
thus resulting in niche creation and revolutionary type innovations. Correspondingly, companies with a
weaker or more one-sided set of dynamic capabilities seem to produce more radical innovations requiring
both new market and technological capabilities. The study therefore provides an empirical contribution to
the emerging work on dynamic capabilities through its in-depth investigation of the capabilities of the four
case firms, and by mapping the patterns between the firm's portfolio of dynamic capabilities and innovation
outcomes.
Elmquist M, Le Masson P (2009) The value of a 'failed' R&D project: an emerging evaluation framework
for building innovative capabilities. R & D Management 39:136-152 In literature and R&D organizations
alike, project success consists in minimizing the deviations from set targets in terms of quality, cost and
time. The main management task is to execute and monitor progress to reduce risks - assuming that project
attributes are known, necessary resources can be estimated and a reasonable time table can be agreed upon.
In such a context, evaluating project success is easy. However, in an innovative context, setting project
targets initially is difficult and the contributions of the projects sometimes are of an unexpected nature. This
paper investigates if projects can be evaluated in terms of how they contribute to the building of innovative
capabilities of the firm instead of independently. Based on a case study at the Regie Autonome des
Transports Parisians and the theoretical framework of innovation fields, a framework for evaluating projects
from an additional perspective is proposed. Based on the following four criteria: financial resources, the
development of a structured, refined and expanded strategic vision, developed competences (with related
suppliers) and identification of knowledge gaps (occasionally with related partners for knowledge
production), this framework shows how seemingly failed R&D projects can instead be considered as
invaluable to the overall innovation process.
Eltham B (2009) Australian cultural and innovation policies: Never the twain shall meet? InnovationManagement Policy & Practice 11:230-239 In recent years, Australian cultural policy-makers have begun
to pity more attention to innovation policy. Several of the Australian states specifically address issues of
innovation in their formal cultural policies, and the Australia Council for the Arts has published an
Innovation Strategy which purports to constitute 'a coordinated approach to supporting creativity as one of
Austrialia's most valuable assets' (Australia Council 2006). However, despite this prima facie policy
commitment to supporting and fostering innovation in the arts and cultural industries, there remains a
disconnect between cultural and innovation policies in Australia. On the one hand, cultural policies in
Australia are confused and incoherent in their approach to cultural innovation, and many policy settings as
they apply to cultural industries are antithetical to the aims of fostering innovation and R&D. Meanwhile,
innovation policies continue to pay only marginal attention to the creative arts and cultural industries. This
disconnect will be briefly examined in three fields of cultural policy: arts and cultural funding; copyright and
intellectual property policy; and broadcast media policy. It is argued that rather than promoting innovation,
existing policy frameworks in all three areas, when not specifically framed around the protection of vested
interests, are often contradictory and inimical to the disruptive influence of innovative artists, technologies
and firms. Possible reasons for the disconnect include pragmatic matters of busy ministers and low policy
priorities, and conceptual confusion over the status and value of culture.
Enkel E, Gassmann O, Chesbrough H (2009) Open R&D and open innovation: exploring the phenomenon.
R & D Management 39:311-316
There is currently a broad awareness of open innovation and its
relevance to corporate R&D. The implications and trends that underpin open innovation are actively
discussed in terms of strategic, organizational, behavioral, knowledge, legal and business perspectives, and
its economic implications. This special issue aims to advance the R&D, innovation, and technology
management perspective by building on past and present studies in the field and providing future directions.
Recent research, including the papers in this special issue, demonstrates an increasing range of situations
where the concept is regarded as applicable. Most research to date has followed the outside-in process of
open innovation, while the inside-out process remains less explored. A third coupled process of open
innovation is also attracting significant research attention. These different processes show why it is
necessary to have a full understanding of how and where open innovation can add value in knowledgeintensive processes. There may be a need for a creative interpretation and adaptation of the value
propositions, or business models, in each situation. In other words, there are important implications for new
and emerging methods of R&D management.
Euchner JA (2009) Innovation's Family Tree. Research-Technology Management 52:9-9
Euchner JA (2009) Rtm: for and by Practitioners. Research-Technology Management 52:8-8
Faure C (2009) Attribution Biases in the Evaluation of New Product Development Team Members. Journal
of Product Innovation Management 26:407-423 Managers are often concerned with the potential negative
reputation impact of being assigned to a new product development project. Social psychology theories, and
in particular the group attribution error theory, suggest that their worries might be justified, with individual
team members being evaluated on the basis of the overall project performance, without regard for the
processes by which the team outcome was reached. The objective of this paper is to empirically test for the
existence of such biases in the evaluation of new product development team members. For this purpose,
three independent experiments based on scenarios test the extent to which the group attribution error is at
play in the evaluation of new product development team members and the extent to which it can be
removed. Overall, this paper indicates that this bias does indeed affect the evaluation of new product
development team members as well as decisions based on these evaluations. In the studies presented in this
paper, analysis of variance showed that subjects inferred that team members' attitudes were consistent with
the decision made and failed to adjust adequately for the decision rule used. Subjects then used these
summary judgments as the basis for deciding on reward allocations and making competence attributions
about the team members. In Study 1, the decision rule used was either a vote or a team leader decision, and
therefore the bias might have been explained by the lack of information available. Study 2, however,
provided unambiguous information about team members' positions, yet subjects did not adequately take this
information into account. Study 3 replicated these results with experienced new product team managers,
suggesting that theses biases are likely to be at play in the workplace. Moreover, subjects in Studies 2 and 3
felt quite con. dent that their judgments were being fair, even in the cases where these judgments truly were
not, which suggests a lack of awareness of the bias on their part. The robustness of this bias should be cause
for concerns for managers working in new product development teams or involved in the evaluation of the
performance of such teams. The studies conducted in this paper suggest that team members can get unfairly
rewarded or punished for decisions over which they have little or no control and that their reputation can
also get affected by these decisions. Moreover, the fact that the group attribution error affected evaluations
even in the case where experienced participants had specific information about team members' positions
suggests that this bias will not be easy to remove.
Felzensztein C, Gimmon E (2009) Managing marketing externalities in innovative natural resources-based
clusters. Innovation-Management Policy & Practice 11:74-84
Regional clusters have been the basis for
global competitiveness in smaller countries that may lack the domestic market necessary for growth, and for
companies in developing economies with weaker infrastructure and limited supporting industries. For this
reason, this study explores more specifically the development of co-marketing activities and cooperation
between firms operating in innovative resources-based clusters of the salmon farming industry in two leader
producers' countries: Scotland and Chile. The results suggest that social networking activities enhance interfirm co-operation. This may yield marketing externalities and create new cooperative long-term competitive
strategies among firms.
Fichter K (2009) Innovation communities: the role of networks of promotors in Open Innovation. R & D
Management 39:357-371
Research on Open Innovation has increasingly emphasised the role of
communities in creating, shaping and disseminating innovations. However, the comparability of many
studies has been hampered by the lack of a precise definition of the community construct, and the research
on Open Innovation has to date not been well connected to insights from research on the role of
transformational leaders and the networking of champions and promotors across organisational boundaries.
For this reason, this paper introduces a new construct of 'innovation communities' based on promotor theory,
which it defines as 'networks of promotors'. It proposes a comprehensive concept of the quality of
interaction in innovation communities, and presents findings of three case studies, which explore the role of
promotors and networks of promotors in Open Innovation. The case studies reveal that such
transformational leaders as promotors, and especially their close and informal co-operation across functional
and organisational boundaries, play a key role in Open Innovation.
France DR, Leahy M, Parsons M (2009) Attracting, Developing and Retaining Talent. Research-Technology
Management 52:33-44
A significant issue facing R&D managers today is maintaining a stimulating
technology organization staffed with appropriately skilled individuals who share the vision of the
corporation and constitute talented and effective teams. At the 2008 Industrial Research Institute Member
Summit, Ernest R. Gilmont of the University of Pennsylvania and Robert Cook of Clorox co-chaired a
discussion focused on identifying current issues related to how R&D organizations are responding to their
human resources challenges to ensure viability of their R&D workforce. The case studies that follow are
adapted from presentations by panelists from W. L. Gore, Roche Diagnostics and The Hershey Company.
Freel M, de Jong JPJ (2009) Market novelty, competence-seeking and innovation networking. Technovation
29:873-884
Studies of innovation networking have frequently been concerned with the occurrence of
dyadic relationships and with their apparent impact on simple measures of firm-level innovation outputs.
This paper takes a more detailed look by analyzing the connection between different types of innovation and
forms of networking. Based on the market novelty of innovation outcomes and the extent to which
innovation activities require new competences, four types of innovation are identified. It is proposed that
these types correlate with various innovation network dimensions, including the volume of networks, the
strength and content of ties, and the specificity of ties. Drawing on survey data of 594 innovations realized
by Dutch small firms, it is observed that the requirement to access new competences for innovation
correlates positively with the number of network partners involved. We also note more subtle connections
between types of innovation and networking, including that novel innovation outputs correlate with using
network partners as a source of inspiration, whilst new competences associate with networking for
knowledge capital. In the latter case, these activities also draw on new and intended ties relatively often, i.e.
network partners which are actively sought out for the specific contributions they may make to the
innovation process. Finally, innovation which is simultaneously new-to-the market and requires new
competences uses strong ties relatively often. Implications for innovation policy and practice are discussed.
Fukugawa N (2009) Determinants of licensing activities of local public technology centers in Japan.
Technovation 29:885-892 Local public technology centers are publicly managed institutions that facilitate
technology transfer to small local firms. As well as providing small local firms with various technological
services, local public technology centers conduct their own research and patent inventions. This study
examines factors facilitating licensing activities and finds that the determinants vary according to the phase
of technology transfer. Employing more Ph.D. scientists tends to promote the licensing of patents, while
organizational efforts that encourage scientists to better understand the technological needs of small local
firms tend to increase royalty revenue. The theoretical and practical implications of the results are discussed.
Galan JI, Monje JC, Zuniga-Vicente JA (2009) Implementing Change in Smaller Firms. ResearchTechnology Management 52:59-67 OVERVIEW: How to achieve a sustained competitive advantage that
ensures long-term survival has become a major concern for managers of any company, but especially for
managers of small and medium-sizedfirms. It is well-known that these firms have more trouble than larger
ones in enduring under hostile environmental conditions. This study illustrates one example of a smaller
firm Correa, in pain-that in recent years has become one of the top contenders in its business sector
worldwide. Its successful competitive performance is the result of its, managers implementing a series of
interrelated changes and innovations throughout the firm with a single purpose: to satisfy its customers'
needs above and beyond their own expectations while also paying increasing attention to the remainder of
the firms stakeholders.
Galbrun J, Kijima KJ (2009) A Co-evolutionary Perspective in Medical Technology:. Clinical Innovation
Systems in Europe and in Japan. Asian Journal of Technology Innovation 17:195-216
We aim to study
the innovation process in medical technology from an evolutionary perspective. By considering a case of
medical imaging technology in Europe and in Japan for over a decade, our empirical investigation shows
that medical organizations clinically evaluate technological alternatives, from which emerge clinical
innovations not captured in patents and licenses and more importantly diffused among a larger community
of practice, beyond geographic boundaries. These findings direct our attention to propose a model that links
technological change and lead users within a microstate innovation system with respect to clinical advances
for patients. This model uses a dynamic and interpretative approach that allows variation and selection
within and among heterogeneous agents for technological change. In turn, the clinical innovation system
provides us with insights into how firms potentially benefit from these localized interactions through a
transnational collaborative and collective learning process. This captures the unique and distinct knowledge
accumulated by lead users for novel solutions, which is beyond sole product development.
Gassmann O, Rumsch WC, Ruetsche E, Bader MA (2009) R&D Reputation and Corporate Brand Value.
Research-Technology Management 52:16-19
Gentry RJ, Elms H (2009) Firm Partial Modularity and Performance in the Electronic Manufacturing
Services Industry. Industry and Innovation 16:575-592
Firms continue to develop new ways to
decentralize non-core activities to outside parties. Scholars have approached this issue with modularity
theory, suggesting a continuum of arrangements ranging from hierarchy to market. Hierarchy relies on fiat,
while partially modular forms, those forms between hierarchy and market, require greater coordination,
communication and relationships between firms than do fully modular (or market) forms. While modularity
theory identifies this continuum, the associated empirical literature tends to dichotomize modularity: firms
are either modular or they are not. Nor does the empirical literature examine the performance outcomes of
modular arrangements within this continuum. By examining firms that vary between full integration and
partial modularity with a continuous modularity measure, this paper empirically examines the performance
outcomes associated with a range of modularity levels. We derive this measure from a peculiar inventory
option available within the electronic manufacturing services (EMS) industry. Our data include observations
on 260 firms over five years. We find that more firms rely on partially modular arrangements, the lower
their performance. We suggest explanations for this result, and areas of future research meant to pursue it.
Giuliani E (2009) Innovation Networks and Knowledge Clusters. Technovation 29:72-73
Goenaga JM, Phaal R (2009) Roadmapping Lessons from the Basque Country. Research-Technology
Management 52:9-12
Griffin A, Price RL, Maloney MM, Vojak BA, Sim EW (2009) Voices from the Field: How Exceptional
Electronic Industrial Innovators Innovate. Journal of Product Innovation Management 26:222-240
This
exploratory research uses in-depth qualitative interviews to investigate how 11 exceptional innovators in the
electronics industry initiated, created, and commercialized radical innovations in their firms. From the data,
two initial frameworks emerged for how radical innovations were created by these individuals. Four themes
emerged associated with what these innovators bring to the organization as an underpinning for being able to
radically innovate. Additional themes emerged as to the process by which they innovate. Across the
literatures of innovation, psychology, and management, creativity is discussed in terms of person, product,
or process. This research samples on highly creative innovations (products) and finds that it appears that
both person and process need to be considered in attaining radical innovation. One may not be able to
consider separately the person who achieves radical innovation from the process he or she uses to achieve it.
These exceptional innovators have specific personality characteristics that support radically creative
behavior, supplemented by a perspective or worldview that focuses on having a business orientation yet also
a somewhat idealistic attitude. They have prepared for innovation by studying deeply, within not just one
primary technology topic but also a secondary or peripheral technology topic. In addition, they have
prepared broadly, across technology, business, and markets. They are both extrinsically and intrinsically
motivated to innovate. People communicating what problems are urgently important to them to be solved
produce external motivation for the innovator, who is then intrinsically motivated to solve these people's
problems by creating new products. In terms of how they innovate, these exceptional innovators are
organizationally savvy and both understand and participate in the politics necessary to gain acceptance of
and resources for their project. They use an innovation process that emphasizes the up-front aspects of
finding interesting problems, planning first before executing, and understanding customer needs in great
detail. This allows them to generate insights into how to solve those problems profitably for the firm. Once
they have obtained and validated their insights for solving the problem, they participate in the actual
implementation of the concept to a commercialized product. However, this development aspect of
innovating is not much spoken of, as if it is taken for granted. Finally, they actively disseminate knowledge
and acceptance of the innovation postinvention.
Gu SL (2009) The Emergence and Development of the Vegetable Sector in China. Industry and Innovation
16:499-524 This paper surveys the development of the vegetable sector in China over the past 20 years. It
is part of the ongoing Catch-up Project which embraces several sectoral systems of innovation in a number
of developing countries under a "learning capability/knowledge-base interactions" framework for analysis
and comparison. The work traces the evolutionary process of the sector development and analyzes the
driving forces and source of opportunity. The paper then goes on to analyze the development of market
institutions that backed up the emergence, expansion and deepening of the sector, the transformation of
technological and knowledge regimes and capability building, and sorts out the roles that the government
played in the development of the sector. The paper ends with major findings from the case study.
Gu SL, Lundvall BA, Liu J, Malerba F, Serger SS (2009) China's System and Vision of Innovation: An
Analysis in Relation to the Strategic Adjustment and the Medium- to Long-Term S&T Development Plan
(2006-20) Introduction. Industry and Innovation 16:369-388
Gumusluoglu L, Ilsev A (2009) Transformational Leadership and Organizational Innovation: The Roles of
Internal and External Support for Innovation. Journal of Product Innovation Management 26:264-277
Leadership has been suggested to be an important factor affecting innovation. A number of studies have
shown that transformational leadership positively influences organizational innovation. However, there is a
lack of studies examining the contextual conditions under which this effect occurs or is augmented.
Therefore, this study aimed to investigate the impact of transformational leadership on organizational
innovation and to determine whether internal and external support for innovation as contextual conditions
influence this effect. Organizational innovation was conceptualized as the tendency of the organization to
develop new or improved products or services and its success in bringing those products or services to the
market. Transformational leadership was hypothesized to have a positive influence on organizational
innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which
refers to an innovation supporting climate and adequate resources allocated to innovation. Support received
from external organizations for the purposes of knowledge and resource acquisition was also proposed to
moderate the relationship between transformational leadership and organizational innovation. To test these
hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43
micro- and small-sized Turkish entrepreneurial software development companies. Two separate
questionnaires were used to collect the data. Employees' questionnaires included measures of
transformational leadership and internal support for innovation, whereas managers' questionnaires included
questions about product innovations of their companies and the degree of support they received from
external institutions. Organizational innovation was measured with a market-oriented criterion developed
specifically for developing countries and newly developing industries. Hierarchical regression analysis was
used to test the hypothesized effects. The results of the analysis provided support for the positive influence
of transformational leadership on organizational innovation. This finding is significant because this positive
effect was identified in micro- and small-sized companies, whereas previous research focused mainly on
large companies. In addition, external support for innovation was found to significantly moderate this effect.
Specifically, the relationship between transformational leadership and organizational innovation was
stronger when external support was at high levels than when there was no external support. This study is the.
rst to investigate and empirically show the importance of this contextual condition for organizational
innovation. The moderating effect of internal. support for innovation, however, was not significant. This
study shows that transformational leadership is an important determinant of organizational innovation and
encourages managers to engage in transformational leadership behaviors to promote organizational
innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of
management training and development in developed countries, should also be incorporated into such
programs in developing countries. Moreover, this study highlights the importance of external support in the
organizational innovation process. The results suggest that technical and financial support received from
outside the organization can be a more important contextual influence in boosting up innovation than an
innovation-supporting internal climate. Therefore, mnagers, particularly of micro- and small-sized
companies, should play external roles such as boundary spanning and should build relationships with
external institutions that provide technical and financial support. The findings of this study are especially
important for managers of companies that plan to or currently operate in countries with developing
economies.
Gwee J (2009) Innovation and the creative industries cluster: A case study of Singapore's creative industries.
Innovation-Management Policy & Practice 11:240-252
To address the constraints of a comparatively
small economy amidst globalisation challenges, Singapore embarked on diversification as strategy in the
mid-eighties to develop clusters and ensure economic survival. This paper examines the development of the
creative industries cluster of a city state that shifted its economic focus from manufacturing to innovation.
Using Singapore as a case study, this paper will describe how the creative industries started in the city,
discuss the policy areas Critical to the development of the innovation system of this cluster, and propose an
approach to how this cluster should be cultivated to create innovation for the country. It will present the
challenges that are specific to Singapore and describe the limitations and potentials of the smaller nations
innovation policy and innovation system.
Gwynne P (2009) Moving Ideas From Academia To Marketplace. Research-Technology Management 52:46
Gwynne P (2009) Changing World of Industrial Research Captured in Study of Physicists. ResearchTechnology Management 52:2-4
Gwynne P (2009) NanoTech Firm Takes Passage to India. Research-Technology Management 52:7-8
Gwynne P (2009) Automarkers Hope "Coopetition" Will Map Route to future Sales. Research-Technology
Management 52:2-4
Gwynne P (2009) Managing Culturally Diverse Teams. Research-Technology Management 52:68-69
Hall P (2009) Measured Success: Innovation Management in Australia. R & D Management 39:229-230
Harbi S, Amamou M, Anderson AR (2009) Establishing high-tech industry: The Tunisian ICT experience.
Technovation 29:465-480 Although the high-tech sector in developed countries is well understood, there
are considerable gaps in our knowledge about the high-tech sector in developing countries. This study
addresses questions about the nature of high tech in Tunisia and about factors associated with information
and communications technology (ICT) firms' success as examples of the high-tech sector. The literature
identifies the key characteristics of the sector to be human capital, access to appropriate finance and
supporting institutions to provide synergy. Thus we address these factors to establish if they have led to
success in Tunisian ICT high tech. We surveyed 60 Tunisian ICT firms and employing a multiple
component analysis, supported by a multinomial LOGIT analysis, we found that research and development
was negatively associated with firm success. This, we argue, indicates the early stage of high-tech
development. Our findings also suggest a subordinate role in the global value chain. The paper concludes
with some observations and recommendations.
Hardenbrook D (2009) Innovator's Guide to Growth: Putting Disruptive Innovation to Work. R & D
Management 39:308-310
Hardenbrook DR (2009) Ready, Set, Dominate: Implement Toyota's Set-Based Learning for Developing
Products and Nobody Can Catch You! Journal of Product Innovation Management 26:687-689
Hart MA (2009) Managing Flow: A Process Theory of the Knowledge-Based Firm. Journal of Product
Innovation Management 26:594-596
He ZL, Wong PK (2009) Knowledge interaction with manufacturing clients and innovation of knowledgeintensive business services firms. Innovation-Management Policy & Practice 11:264-278
The existing
literature on knowledge-intensive business services (KIBS) predominantly focuses on their role as
innovation agents in innovation systems, with limited attention to innovation of KIBS firms in its own right.
Using a sample of 181 KIBS firms in Singapore, this paper examines the key determinants of innovation
behavior of KIBS firms. We find that knowledge interaction with manufacturing clients is positively
associated with KIBS firms' own innovation. We also find that export intensity, a strategic focus on
marketing and communications, and human capital intensity are positively related to KIBS firms' own
innovation.
Hemphill TA (2009) The US Research & Experimentation tax credit: The case for an effective R&D
investment policy incentive. Innovation-Management Policy & Practice 11:341-356
Since 1981
(excluding one year of unavailability), the US Research & Experimentation (R&E) tax credit has been
available as an incentive to corporate managers interested in increasing their annual investment in applied
research. Research indicates that the R&E tax credit has an overall negligible effect on increasing annual
industry applied research investment in the US (as a percentage of overall industry-funded R&D
expenditures, it has ranged from a low of 1.3% (for 1995) to a high of 3.9% (for 2000)). The author reviews
the economic literature on the R&E tax credit program's effectiveness and contrasts it with the management
literature on firm-level, R&D strategic investment decision-making. A key recommendation is that a survey
be conducted to assess the importance of this policy incentive to executive management decision-makers
when they consider company R&D investment. The survey results will assist in the policy design of an
effective R&E tax credit program.
Heusinkveld S, Benders J, van den Berg RJ (2009) From market sensing to new concept development in
consultancies: The role of information processing and organizational capabilities. Technovation 29:509-516
To keep in tune with market demand, consultancies are constantly involved in 'new concept development'.
Therefore, these knowledge entrepreneurs seek to 'sense incipient preferences' among their clients. However,
little is known about how the results of such 'sensing processes' are translated into new concepts. Drawing
on market orientation literature and longitudinal case study data, this paper seeks to open up this black box.
We argue that new concept development is not just an internal process, but requires a continuous contact
with the market. Translating client information into new concepts is related to the ability to 'orchestrate' the
constant interaction of elements both external and internal to the consultancy.
Hidalgo A, Lopez V (2009) Drivers and Impacts of ICT Adoption on Transport and Logistics Services.
Asian Journal of Technology Innovation 17:27-47 The availability of high-quality transport and logistics
services (TLS) is of paramount importance for the growth and competitiveness of an economy. The
objective of this paper is to describe how European companies in this industry use information and
communication technology (ICT) for conducting business and to assess the impact of this development for
firms and the industry as a whole. A comparison with some important Asia Pacific economies is also
presented, indicating that some of these countries (Singapore, Hong Kong, Japan, Taiwan, and Korea) boast
very good transport irifrastructure compared with the most developed European economies. Using the
structure-conduct-performance (SCP) model and the bi-directional relationships of its elements, the paper
identifies the links between ICT adoption and market structure, innovation dynamics, and firm performance.
A set of recommendations on how to further improve the actual scenario of e-business in the TLS industry is
also presented. The model could also be implemented in Asian countries.
Hildrum JM (2009) Sharing Tacit Knowledge Online: A Case Study of e-Learning in Cisco's Network of
System Integrator Partner Firms. Industry and Innovation 16:197-218
This paper contributes to an
ongoing debate about the impact of information and communication technologies (ICTs) on the
interpersonal sharing of tacit knowledge. Drawing upon the philosophical writings of Michael Polanyi and
an original case study of e-learning in Cisco Systems, the paper challenges the widespread argument that
ICT-mediated communication is inadequate for the sharing of tacit knowledge. The main conclusion is that
advanced e-learning systems-particularly remote laboratories-make possible efficient sharing of tacit
knowledge between internationally dispersed technicians. However, successful knowledge-sharing depends
crucially on the degree to which the users are motivated to acquire new knowledge online. Motivation can
be facilitated through the participation in online networks of practice, but in order to access and benefit from
these networks people require a certain threshold level of technical relevant knowledge, which is the most
easily generated in local communities of practice.
Hjalager AM (2009) Innovations in travel medicine and the progress of tourism-Selected narratives.
Technovation 29:596-601 Health and tourism is an emerging theme in research. Focus of this article is on
travel medicine, which is a well-established discipline in the medical sciences, but not yet quite so in the
social sciences. There is a limited insight into the relationship between innovations and developments in
medicines on the one hand, and economics and institutionalisation of tourism on the other hand. The article
explores this issue. Three narratives provide examples of the interconnections. The first case describes
developments in drugs for malaria and relations with tourism. The second case addresses recreational drugs.
The third case investigates the concept of wilderness medicine and the pharmaceuticals and medical gears
that facilitate this category of tourism. Thus, the paper demonstrates through some examples that
innovations in the medical fields and institutionalisation of the use of medicine may affect the way tourism
and tourism economics develop.
Hlavacek J, Maxwell C, Williams J (2009) Learn from New Product Failures. Research-Technology
Management 52:31-39 Many companies do not learn from their new product mistakes. Consequently, the
mistakes are repeated, wasting millions, even billions, of R&D and marketing dollars every year Product
development success would be higher and far less risky if companies would regularly analyze, widely share,
and learn from each unsuccessful new venture. The positive effect of formal post-launch reviews on the top
and bottom lines is often impressive. Post-launch reviews in companies we studied often improved the new
product success ratio from 30 to 50 percent. This article describes the needed culture, process and steps to
conduct post-launch reviews from new product failures that closely parallels the methodology teaching
hospitals use to learn from their mistakes.
Ho SJ (2009) Information leakage in innovation outsourcing. R & D Management 39:431-443 This paper
studies an R&D outsourcing contract between a firm and a contractor, considering the possibility that in the
interim stage, the contractor might sell the innovation to a rival firm. Our result points out that due to the
competition in the interim stage, the reward needed to prevent leakage will be pushed up to the extent that a
profitable leakage-free contract does not exist. This result will also apply to cases considering revenuesharing schemes and a disclosure punishment for commercial theft. Then, we demonstrate that in a
competitive mechanism where the R&D firm hires two contractors together with a relative performance
scheme, the disclosure punishment might help and there exists a perfect Bayesian Nash equilibrium where
the probability of information leakage is lower and the equilibrium reward is also cheaper than hiring one
contractor.
Ho YS (2009) Comments on "Determining technology trends and forecasts of RFID by a historical review
and bibliometric analysis from 1991 to 2005". Technovation 29:725-727
Holmes S, Smart P (2009) Exploring open innovation practice in firm-nonprofit engagements: a corporate
social responsibility perspective. R & D Management 39:394-409
This paper examines the concept of
open innovation within the context of corporate social responsibility. It demonstrates how the practice of
open innovation unfolds in inter-organizational collaborations that involve the voluntary or charitable sector,
outlining the findings of an explorative collective case study of eight voluntary dyadic partnerships between
corporate and nonprofit organizations in the United Kingdom, which have resulted in innovation outcomes.
Two generic approaches to open innovation were witnessed: firstly, a more exploratory approach to dyadic
engagement activities that resulted in an emergent innovation process, and secondly, a focused and predetermined search activity to exploit the resources of the nonprofit partner that demonstrated a more planned
innovation process. Two distinct boundary-spanning roles were identified: in dyads exhibiting few
organizational linkages, the role was associated with formal responsibilities from senior management to
'manage' innovation opportunities and outcomes. In dyads exhibiting high linkages, there was no such
formality; the role was a 'conduit' to facilitate search and exploration to locate opportunities for innovation
through idea exchange. Overall, this research demonstrates the value of an open innovation approach driven
by the need to address societal and social issues (rather than those purely economic). Such practice broadens
a firm's 'search' activities and delivers innovations in exchange for enhanced social legitimacy - acting
innovation capital for future enterprising activities and market advantage.
Hoye K, Pries F (2009) 'Repeat commercializers,' the 'habitual entrepreneurs' of university-industry
technology transfer. Technovation 29:682-689
Among academic faculty, is there a class of 'repeat
commercializers' who account for a disproportionate share of commercialized technologies arising from
university research? in a survey of 172 engineering, mathematics, and science faculty members from a major
Canadian university, we found evidence that a class of repeat commercializers does exist. Further, we found
that the 12% of the faculty who are repeat commercializers account for 80% of the commercialized
innovations. Interviews with repeat commercializers in the same faculties at the same university suggest that
repeat commercializers parallel habitual entrepreneurs in that they have the ability to commercialize (i.e. the
ability to generate and identify commercializable inventions and the ability to acquire resources for the
commercialization of their inventions) and the aspiration to do so (i.e. commercialization-friendly attitudes).
Since repeat commercializers account for such a large percentage of commercialization activity, it is
important that programs and policies associated with technology transfer address the needs of this
subpopulation of the faculty.
Hsu FM, Horng DJ, Hsueh CC (2009) The effect of government-sponsored R&D programmes on
additionality in recipient firms in Taiwan. Technovation 29:204-217
The purpose of this study is to
explore the additionality of government subsidies on strategic changes in the research and development
(R&D) behaviour of recipient firms. Based on 127 government-sponsored R&D programmes over 9 years,
input additionality, behavioural additionality, and output additionality were examined. The empirical
investigation demonstrates that behavioural additionality of recipient firms could be classified into project
enlargement, strategy formulation, cost-effectiveness, and commercialization behaviour. Firms in different
industry sectors and innovation categories emphasize different additionality, respectively. Through cluster
analysis three kinds of performance patterns in recipient firms are concluded: ideal, compliant, and
marginal. The results show that the government must carefully develop evaluation criteria for sponsored
programmes in order to direct the behaviour of recipient firms.
Huang CC (2009) Knowledge sharing and group cohesiveness on performance: An empirical study of
technology R&D teams in Taiwan. Technovation 29:786-797
Organizations have become increasingly
dependent on teams to carry out their R&D tasks. Effective teams rely on knowledge sharing and group
cohesiveness to achieve better performance. In particular, the transactive memory system (TMS) and trust
are two important factors that impact knowledge sharing in R&D teams. To date, there has been relatively
little empirical investigation of the effects of knowledge sharing and group cohesiveness on team
performance in technology R&D teams. This study proposes a research model based on knowledge sharing
and group cohesiveness to examine team performance in technology R&D teams. The research model is
composed of two parts: knowledge sharing predicted by TMS and trust, and team performance predicted by
knowledge sharing and group cohesiveness. Our research model is assessed using data from a sample of 290
members of 60 R&D teams in a government-supported R&D institute and is analyzed using the partial least
squares (PLS) method. The results of this study suggest: (1) TMS positively and significantly mediates the
relationship between trust and knowledge sharing and (2) group cohesiveness exerts a positive and
significant effect on team performance. This study also discusses the implications of knowledge sharing and
group cohesiveness with team performance for technology R&D teams.
Huang YA, Chung HJ, Lin C (2009) R&D sourcing strategies: Determinants and consequences.
Technovation 29:155-169 Achieving the desired outcomes of research and development (R&D) sourcing
remains the most critical but yet elusive agenda for all firms. Relevant literature continues to debate on how
different R&D sourcing strategies can have different impacts on frins. This study aims to examine: (1) how
different R&D sourcing strategies (via a combination of different R&D sourcing arrangements and types of
product innovation) are influenced by organizational determinants (i.e. technological complementarity,
technological codification, and technological competency) and (2) the impact of such strategies on
organizational consequences in terms of development costs and financial profits during the new product
development (NPD) process. Results from 121 Taiwanese IT firms indicate that R&D outsourcing is
effective in lowering development costs and in lifting financial profits when products are developed under
adaptive innovation. The results also demonstrate that in-house R&D sourcing brings in more financial
profits for firms when products are developed under incremental innovation. A key contribution of the paper
is the development of a R&D sourcing strategy matrix model. The model can be used to assist frins in
selecting the right combination of R&D sourcing arrangements and product innovation types in the outset of
NPD projects in order to obtain the intended outcomes.
Hughes A (2009) Hunting the Snark: Some reflections on the UK experience of support for the small
business sector. Innovation-Management Policy & Practice 11:114-126
Hwang J, Kim E, Kim S (2009) Factors affecting open technological innovation in open source software
companies in Korea. Innovation-Management Policy & Practice 11:279-290 Open source so ware (OSS)
is a rapidly growing method of collaborative technology development. Yet there has been little quantitative
research into the specific innovativeness of the OSS industry that seeks to address the question of whether
such collaborative processes are also correlated with increased innovative activity. Using survey data from
Korean OSS firms, this paper seeks to analyze the decisive factors in the open technological innovation
activity of the OSS industry Building on this analysis, we discuss the policy significance of OSS in fostering
capacity intensification of technological innovation.
Hyysalo S (2009) User innovation and everyday practices: micro-innovation in sports industry development.
R & D Management 39:247-258
This paper focuses on an underemphasized issue in research on user
innovation, namely users' adaptations and micro-innovations and their impact on industry development in
user-innovation-intensive industries. It complements previous analyses of rodeo and freestyle-kayaking that
explore the role of user innovators in industry development, by focusing on different aspects of microinnovation: (1) changes in the composition of user base and preferred equipment (2) evolution of everyday
practice (3) changes in the settings of these practices and (4) the range of modes of user involvement.
Through micro-innovation, users, on the whole, are likely to have more impact on industry development
than predicted, and yet the position of lead-users and user-manufacturers may be less powerful relative to
outside manufacturers.
Jaaniste L (2009) Placing the creative sector within innovation: The full gamut. Innovation-Management
Policy & Practice 11:215-229
This paper examines the place of the creative sector - the arts, design,
media and communications - within the framework of contemporary innovation. The historical focus on
science-and-technology by innovation policy makers has spurred many within the creative sector to argue
how and why it also contributes to innovation. Drawing on a wide range of English-speaking research and
policy documents, the full gamut of places for the creative sector in innovation is surveyed. The paper ends
by scoping out the conceptual and empirical research that is required if ideas about innovation in the creative
sector are to take up a mature position within innovation studies and related policy.
Jagodic J, Courvisanos J, Yearwood J (2009) The processes of ICT diffusion in technology projects.
Innovation-Management Policy & Practice 11:291-303
Delivering technology projects on time with a
specified budget and resources has emerged as a strategic imperative in the highly competitive business
world. One of the project challenges is increasingly tied to diffigion (spread) of Information and
Communication Technology (ICT) innovation. This paper presents an empirical study that examines how
ICT innovation is diffused within technology projects. Based on the case study methodology within 12
organisations in Australia and Germany, it emerged that ICT innovation is diffused formally alongside
standard project management phases and informally within informal networks. The findings are synthesised
in a new framework that seeks to inform theory and practice about formal and informal processes of ICT
diffusion in technology projects.
Jang S, Yoon Y, Lee I, Kim J (2009) Design-Oriented New Product Development. Research-Technology
Management 52:36-46
There are two approaches to reflecting a customer point of view in new product
development (NPD). One is a customer following approach that utilizes expressed consumer needs. The
other is a customer leading approach that focuses oil consumers' latent needs. Currently, the number of
customer-leading approaches is increasing rapidly through design-oriented NPD. This case study of LG
Electronics' Chocolate Phone reveals a market-oriented frame of mind. From a design point of view, it is
important to select talented designers and combine them with market insight and communication skills.
From a development perspective, strong technological capabilities, optimization of design functions, and
strong managerial support are all central to success. From a marketing point of view, key factors include
finding outside marketing professionals and gathering ideas from the outside. Finally from an organizational
perspective, it is important to share the design concept among related departments and to change
engineering-oriented thinking to a market-oriented frame of mind.
Jang Y (2009) Technological Convergence through Industrial Research Collaboration: A Comparative
Analysis between the US and Korea. Asian Journal of Technology Innovation 17:101-120
For the past
several decades, industrial firms have increasingly collaborated for research and development. Besides all
other benefits, industrial research collaboration significantly contributes to technological convergence,
which is one of the major sources of contemporary innovations. Not all technological convergences,
however, are the same. Some technologies converge more often than others, while other technologies rarely
but newly converge as like entrepreneurs take new trials. This paper tries to measure the 'entrepreneurship'
of technological convergence formed through industrial research collaboration by utilizing a methodology
borrowed from Teece, et al. (1994). This methodology, initially developed to measure 'business
diversification,' is applied to two sets of industrial research collaboration data-research joint ventures formed
in the U.S. and cooperative research projects carried out in Korea. This empirical analysis shows that
technological convergences through industrial research collaboration in both countries are not random but
strategic behavior. However, the technological convergences formed through research joint ventures in the
U.S. are more strategic and entrepreneurial than those in Korea. These results imply that public policies
should explicitly take into account industrial research collaboration as an effective facilitator of
technological convergence and also that the bigger and more diverse industrial research collaborations under
an autonomous environment might result in more strategic and entrepreneurial technological convergences.
Jarvinen J, Lamberg JA, Murmann JP, Ojala J (2009) Alternative Paths to Competitive Advantage: A FuzzySet Analysis of the Origins of Large Firms. Industry and Innovation 16:545-574
Scholars have
documented the importance of national-level factors for the competitive success of firms on a global scale.
These studies typically identify multiple factors that are behind the emergence of large and successful firms
in particular national clusters. However, there has been relatively little research identifying whether such
factors are all collectively necessary to produce the outcome, or whether only a few of the factors in
different combinations might be sufficient to generate the shift in competitive advantage manifested in the
market power of large "flagship" firms. In this paper, we study the evolution of one industry across six
countries in which the competitive position of national firms changed considerably during our 100-year
analysis period. The results of our combined historical and fuzzy-set analyses show that an unequal
distribution of resources may lead to alternative causal pathways to competitive advantage of the largest
firms.
Jayawarna D, Holt R (2009) Knowledge and quality management: An R&D perspective. Technovation
29:775-785
The nature of knowledge management in a research and development (R&D) environment
and the implications for the use of quality systems are examined. We suggest knowledge inquiry in an R&D
context is localised, provisional, mediated and pragmatic. Using case study analysis of seven technologybased UK R&D organisations we investigate their experiences and how use of quality systems promotes
and/or discourages the exploration and exploitation of R&D knowledge. We argue that the knowledgeintensive nature of R&D activity, coupled to the endlessly re-constructed nature of the knowledge, precludes
the use of generic frameworks or best-practice guidelines. We conclude that the use of quality systems in
R&D environments are most effective when they provide an organisational background or frame within
which individuals are encouraged to undertake inquiries that are integrated with the firm's strategic concerns
without these concerns being at all fixed. Such systems are least effective when they externally impose
procedures as unmoveable and immutable "blueprints".
Johnson A (2009) Future Savvy: Identifying Trends to Make Better Decisions, Manage Uncertainty, and
Profit from Change. Research-Technology Management 52:66-67
Johnson WHA, Filippini R (2009) Internal Vs. External Collaboration: What Works. Research-Technology
Management 52:15-17
Johnston R (2009) The Venturesome Economy: How Innovation Sustains Prosperity in a More Connected
World. R & D Management 39:306-307
Jolly D, Dimanche F (2009) Investing in technology for tourism activities: Perspectives and challenges.
Technovation 29:576-579
Kaasa A (2009) Effects of different dimensions of social capital on innovative activity: Evidence from
Europe at the regional level. Technovation 29:218-233 This exploratory study investigates how different
dimensions of social capital influence it region's innovative activity measured by patent applications. Human
capital and R&D are also included in the analysis its factors of innovative activity. The novelty of the paper
lies in the fact that for measuring social capital, instead of one overall index, six factors are constructed of
20 indicators using principal components analysis. Unlike many previous studies, this one uses the structural
equation modelling approach instead of regression analysis in order to take into account the relationship,;
between the factors of innovative activity. Regional-level data from Eurostat Regio and the European Social
Survey are analysed. The findings provide strong Support for the argument that social capital indeed
influences innovative activity and furthermore, that different dimensions of social capital have dissimilar
effects oil innovative activity.
Kamen DL (2009) Inspiring the Future Generation of Engineers. Research-Technology Management 52:45+
Science, math and technology have been struggling with an image problem. For some time now, our
culture has glorified the worlds of spot-is and entertainment, leading children to believe that these were their
only options for greatness. We've neglected to show our Young people how critically important science,
math and engineering are to our solving the worlds greatest challenges, and that this work is exciting,
rewarding and they do get to be a superstar in a different way. FIRST (For Inspiration and Recognition of
Science and Technology) has been working to transform this culture. FIRSTS mission is to inspire young
people to be science and technology leaders, by engaging them in exciting mentor based programs that build
science, engineering and technology skills, that inspire innovation, and that foster well-rounded life
capabilities.
Kar S, Subramanian S, Saran D (2009) Managing Global R&D Operations-Lessons from the Trenches.
Research-Technology Management 52:14-21
Globalized R&D operations require far more than an
offshore R&D center or a partnership, with a low-cost country service provider Early questions around
"Why globalize?" have been replaced by "How do I optimize global operations?" Industry leaders recognize
that global R&D success begins with strategic choices around the global R&D footprint and includes people
management structures that accommodate cultural and behavioral differences with effective communication
channels. Operational efficiencies are gained through modular architecture, clear governance rules, and IT
systems designed for collaboration. Multi-level business-focused metrics are relentlessly tracked and
reported widely. Despite the risks and pitfalls, industry leaders gain the triple benefits of shorter time-tomarket lower costs and better products.
Kelley D (2009) Adaptation and Organizational Connectedness in Corporate Radical Innovation Programs.
Journal of Product Innovation Management 26:487-501
This research examines how established
companies organize programs for fostering technology-based radical innovation. It addresses conflicts
revealed in the innovation literature concerning the appropriate design of the strategic, structural, and
process components of these programs. In developing innovation strategies, managers must balance the
desire for strategic clarity with the need to allow for creativity and exploration. They must structure
programs that ensure innovations benefit from the organization's resources while minimizing the numerous
constraints that can impede these unconventional activities. Additionally, though they may favor
management processes that provide accountability and effective resource allocation, managers must also
ensure these do not restrict the flexibility required for successful innovation. The study is a longitudinal,
comparative case analysis of interviews with managers involved in innovation programs in 12 industryleading multinational corporations. Site visits at each company were followed by biannual interviews with
key managers in each company. A total of 81 follow-up interviews were conducted over a three-year period.
These interviews were aimed at identifying the changes and progress in the programs over time and internal
and external impacts on the organization's innovation activity. The analysis reveals (1) distinct but evolving
objectives that maintain a logical strategic connection, (2) adaptive structures that shift and transform but
preserve relationships with the broader organization, and (3) flexible processes that are understandable
beyond the innovation program and are modifiable, both for the context and in response to learning over
time. This suggests that programs introducing high uncertainty and risk into mature corporate environments
are highly flexible systems that maintain organizational connectedness as they evolve. For academics, this
implies a need to understand the evolution of innovation programs as an adaptive learning process that,
regardless of form and purpose, preserves its connection to the traditional organization. For practitioners, it
highlights the importance of considering the process, strategic, and structural connections to the broader
organization when designing innovation programs and suggests the need for feedback mechanisms to help
adapt these elements over time.
Kesidou E, Caniels MCJ, Romijn HA (2009) Local Knowledge Spillovers and Development: An
Exploration of the Software Cluster in Uruguay. Industry and Innovation 16:247-272
The paper
contributes to the understanding of the nature of local knowledge spillovers and their importance for
innovation in clusters in developing countries. Using detailed primary data about a cluster of software firms
in Montevideo, Uruguay, the paper finds plenty of evidence of the existence of pure unintentional
knowledge spillovers. In addition, it supports previous theoretical studies that have contended that there are
also many knowledge flows that are to some degree produced purposively by local parties-these flows can
be placed somewhere in between pure spillovers and pure market transactions. While the respondents
themselves place most value on knowledge flows that are more or less purposively co-produced with
customer transactions, a more objective statistical analysis shows that good product/service-innovation
performance is associated with intensive use of flows with more pronounced spillover characteristics. The
respondents possibly underrate the latter because of their invisibility and spontaneous nature. Heavy use of
knowledge flows lying close to the market-transaction side of the spectrum is found to be associated with
relatively advanced organizational capability, but not with product innovation. Overall, the findings point
towards the relevance of cluster-based policies to promote innovation in a less developed country context.
Various policy measures to stimulate the local circulation of knowledge are suggested.
Kettunen P (2009) Adopting key lessons from agile manufacturing to agile software product development-A
comparative study. Technovation 29:408-422 Many industrial new product development (NPD) software
projects apply nowadays agile methodologies. These methodologies, such as Scrum, eXtreme Programming
(XP), and Feature-Driven Development (FDD) date back to 1990s, and the Agile Manifesto was declared in
2001. However, already before that the concept of agile manufacturing (AM) was discovered to describe a
corporate ability for quick adaptation to changing requirements. There is surprising amount in common
between these two fields. This raises a question of whether NPD software development companies could
take even more overall advantage of those different agile approaches. This interdisciplinary paper explores
the commonalities between the key concepts of AM and some of the most popular agile software methods,
and consequently suggests potential new areas for software process improvement (SPI) in large-scale NPD
organizations. An industrial case example illustrates how agility in embedded software product development
can be enhanced by following typical NPD principles. We conclude that there is potential for further
improvements in software product development industry in general by seeing agility as a wider,
organization-oriented business concept following the AM/NPD learning. Current agile software process
models cover only a subset of this space.
Keupp MM, Beckenbauer A, Gassmann O (2009) How managers protect intellectual property rights in
China using de facto strategies. R & D Management 39:211-224
Foreign firms trying to protect their
intellectual property rights (IPRs) in emerging economies are suffering real pressures because these
economies usually offer little or no enforcement of IPR. Foreign firms therefore have to resort to approaches
unlike those they use in developed countries. This paper explores what managers of foreign firms in China
have already tried in their efforts to achieve effective IPR protection - specifically, they have crafted de facto
strategies that can protect IPR without using China's legal system or engaging in lawsuits against imitators.
These strategies work, and this paper explains how and why, thus offering a potential template for IPR
protection in other economies with weak appropriability systems.
Keupp MM, Gassmann O (2009) Determinants and archetype users of open innovation. R & D Management
39:331-341
Extant research on open innovation (OI) offers no systematic insight of how and why firms
differ regarding the extent to which they conduct OI activities. Whereas past theoretical contributions have
focused on explaining the externalisation of R&D activities as a result of firm-external factors, we focus on
explaining this externalisation as a result of firm-internal weaknesses, specifically, impediments to
innovation. Using the exploration-exploitation dichotomy as our theoretical framework, we develop
hypotheses on how impediments to innovation influence the breadth and depth of OI. We then test these
hypotheses by using an exceptionally large and detailed data set to estimate population-averaged panel
models. Our results provide support for most of the hypothesised relationships. Further, they allow to
identify four 'archetypes' of firms that differ significantly regarding the breadth and depth of OI and the
importance of impediments. Finally, we discuss the significance of these findings for both academics and
managers.
Kim SH, Srinivasan V (2009) A Conjoint-Hazard Model of the Timing of Buyers' Upgrading to Improved
Versions of High-Technology Products. Journal of Product Innovation Management 26:278-290
Understanding consumers' upgrading behavior is essential to product planning. Product managers would like
to know what fraction of customers would upgrade to new and improved versions, and how fast. This paper
presents a method to forecast the sales path of an improved version of a high-technology product defined in
terms of its price path and multiattribute product specification. The approach is potentially useful to
managers to answer what-if questions on the effects of alternative price paths and product specifications of
the upgrade on when and what fraction of customers will upgrade. By doing such analysis for several
product options under consideration, managers can choose the best feature specification and price path for
the upgrade. The proposed approach integrates an individual-level conjoint utility model with a hazard
function specification. The first stage of estimation (i.e., conjoint analysis) measures individual-level
multiattribute utility functions, and the second stage ( i.e., duration analysis) calibrates the coefficients of
predictor variables of the time to upgrade via maximum likelihood. An illustrative application in the
personal digital assistant (PDA) category confirms the predictive validity and potential usefulness of the
proposed approach. Among the empirical findings are that higher upgrade costs and expectation of faster
product improvement tend to delay buyers' upgrading decisions. The roles of other predictor variables such
as product category characteristics, consumer characteristics, and peer pressure were also confirmed.
Kingston G (2009) Managing Creative People: Lessons in Leadership for the Ideas Economy. Journal of
Product Innovation Management 26:467-468
Klein J (2009) New Technology-Based Firms in the New Millennium, vol 5. R & D Management 39:107108
Knott AM (2009) New Hope for Measuring R&D Effectiveness. Research-Technology Management 52:913
Koch A (2009) Knowledge Sharing Among Scientists. Why Reputation Matters for R&D in Multinational
Firms. Technovation 29:806-806
Kohler T, Matzler K, Fuller J (2009) Avatar-based innovation: Using virtual worlds for real-world
innovation. Technovation 29:395-407
The purpose of this article is to explore the opportunities virtual
worlds offer for real-world innovations. By integrating users of virtual worlds into in interactive new
product development process, companies can tap customers innovative potential using the latest technology.
Connecting the emerging technology of virtual Worlds With a customer-centric perspective of open
innovation allows unique and inventive opportunities to capitalize oil users' innovative potential and
knowledge. The concept of avatar-based innovation serves as a point of origin to reveal these possibilities
and represents the first attempt to systematically take advantage of virtual worlds for innovation
management. In doing so, this paper argues that latest advances of information and communication
technologies enrich the interaction process and can improve new product development process. Further,
characteristics are presented that suggest that the digital environment is especially conducive to innovation
and creative tasks. Based oil theoretical insights, the analysis of eight cases (Coca-Cola, Steelcase, Osram,
Alcatel-Lucent, Toyota Scion, Endemol, Aloft, and Mazda), participant observation directly within the
virtual world and 23 interviews with both managers and customers, this paper demonstrates how virtual
worlds allow producers and consumers to swarm together with like-minded individuals to create new
products and permits companies to find an audience to test, use, and provide feedback on the content and
products they create. We highlight the active roles avatars can play throughout the whole innovation
process, and demonstrate the opportunities of how manufactures and Customers could collaborate to
innovate from idea to launch. A few pathfinding companies experiment with avatars as a source of
innovation. Specifically, the initiatives of Osram, Steelcase, Mazda, and Toyota truly link the concepts of
open innovation and virtual worlds to employ the interactive technology for new product development.
These efforts are critically analyzed to examine the hypothesized potential of avatar-based innovation. The
cases pinpoint practical implications and reveal both preconditions and challenges of this new approach to
interactive new product development. The results suggest that in order to fully realize the potential of avatarbased innovation, companies need to create a compelling open innovation experience and consider the
peculiarities of Virtual worlds.
Kok RAW, Biemans WG (2009) Creating a market-oriented product innovation process: A contingency
approach. Technovation 29:517-526 This study analyzes how and why a firm's change program to create
a market-oriented innovation process depends on its environmental, innovational and organizational context.
Based on an organizational-learning capabilities framework, the results from a multiple case study indicate
how a firm's change objectives, activities and approach are affected by this context. Whereas in low-tech
firms a market-back approach with changes in organization structure and project management structure was
effective, high-tech firms were more effective implementing a combined programmatic and market-back
approach with changes also in philosophy and process management structure. The study contributes to
theory by demonstrating that a firm's change program depends on its context and a one-best-way-fits-all
change program is not feasible. It also shows that the change program could start with a coherent set of
changes in structures, systems instead of starting with people's values and attitudes in order to change their
behavior. The findings suggest that firms use a much more fragmented emergent approach to organizational
change than the literature suggests. in addition, managers creating a market orientation in a key process product innovation - need to use an approach different from a cultural change program as often advocated to
change a whole organization.
Kroll H, Tagscherer U (2009) Chinese Regional Innovation Systems in Times of Crisis: The Case of
Guangdong. Asian Journal of Technology Innovation 17:101-128 The dynamic economic development of
Guangdong Province is one of the most prominent examples of China's catch-up in the course of the past
two decades. Once chosen as the nation's first experimental field for the market economy, the province
continued to participate above average in national economic growth ever since. At present, it still maintains
a leading position with regard to general industrial performance and average personal income. However, as
China's industry begins to embark on a path to technological upgrading, this pre-eminent position begins to
be challenged. In the nation's emerging fields of strength, the province's rivals, Beijing and Shanghai, are in
a better starting position because they are better endowed with both R&D capacities and qualified human
capital. In this context, our paper illustrates the resulting challenges through a number of specialized
indicators and explains why, despite a continuously impressive export performance in the high-tech sectors,
Guangdong is far from being well prepared to maintain its current position. Finally, it briefly describes the
policy responses that have been developed, concluding that despite a clear evidence of progress some key
issues with regard to regional innovation policy appear to remain unaddressed.
Kuah ATH (2009) The Strategy Paradox. R & D Management 39:305-306
Kuesten C (2009) Customer Visits: Building a Better Market Focus 3rd edition. Journal of Product
Innovation Management 26:470-471
Kuesten CL (2009) Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter
Uncertainty, Drive Innovation, and Maximize Profits. Journal of Product Innovation Management 26:685687
Lai JY, Wang CT, Chou CY (2009) How knowledge map fit and personalization affect success of KMS in
high-tech firms. Technovation 29:313-324
The shift from it product-based to a knowledge-based
economy has resulted in all increasing demand for organizations to implement knowledge management
systems (KMS) at in accelerating pace. However, factors influencing success of KMS have seldom been
empirically examined by prior research, particularly how knowledge map fit and personalization influence
employee satisfaction with KMS, which is it surrogate measure of the success/effectiveness of information
systems (IS). Results from a sample of 133 employees, mostly from four international high-tech companies
in the Hsin-Chu Science-based Industrial Park in Taiwan, help us better understand what factors affect
employee satisfaction with KMS. The result shows that KMS with a higher level of knowledge map fit and
personalization will satisfy employees directly or indirectly through the mediation effects of increased
perceptions of case of use and usefulness of KMS. Our findings could serve as useful references for
researchers and practitioners interested in investigating issues related to the successful implementation of
KMS.
Lamastra CR (2009) Software innovativeness. A comparison between proprietary and Free/Open Source
solutions offered by Italian SMEs. R & D Management 39:153-169 Innovation processes taking place in
the software sector are already widely debated. The widespread success of Free/Open Source Software
(FOSS) raises new research issues, dealing with whether and how the free circulation of ideas championed
by the movement and its collective management of intellectual property rights fosters innovation. The aim of
this paper is to contribute to the literature by addressing the following research questions: are programs
based on FOSS solutions more innovative than proprietary ones, and, if so, which innovation dimensions are
typical of the FOSS production mode? Based on a sample of 134 software solutions produced by Italian
Small and Medium Enterprises and using a methodology frequently applied in technology management to
evaluate innovativeness of products and services, this exploratory study provides initial insights into what
happens when alternative metrics are used to observe complex innovation processes in the software market.
Landre M (2009) Analyzing yachting patterns in the Biesbosch National Park using GIS technology.
Technovation 29:602-610
National parks with large flows of visitors have to manage these flows
carefully. Methods of data collection and analysis can be of help to support decision making. The case of the
Biesbosch National Park is used to find innovative ways to figure flows of yachts, being the most important
component of water traffic, and to create a model that allows the estimation of changes in yachting patterns
resulting from policy measures. Recent policies oriented at building additional waterways, nature
development areas and recreational concentrations in the park to manage the demands of recreation and
nature conservation offer a good opportunity to apply this model. With a geographical information system
(GIS), data obtained from aerial photographs and satellite images can be analyzed. The method of space
syntax is used to determine and visualize characteristics of the network of leisure routes in the park and to
evaluate impacts resulting from expected changes in the network that accompany the restructuring of
waterways.
Laranja M (2009) The development of technology infrastructure in Portugal and the need to pull innovation
using proactive intermediation policies. Technovation 29:23-34
It was not until the 1980s that
governments in Portugal began to develop a national technology infrastructure (TI). Although there is no
general accepted definition of what constitutes a TI, we define it as comprising different kinds of public,
semi-public and private centres and institutes of research and technology. Following a latecomer supply side
technology-push rationale and using European structural funds, successive governments in Portugal invested
in building a comprehensive TI-system. However, the development of such system overlooked the support
needs of the enterprise sector. Hence, questions are now being raised as to whether current policies and
structures of support to technology transfer and innovation are relevant and operating effectively. This, in
turn, is generating a need to consider new policies oriented to stimulate demand-pull and the use of the
capabilities already existent. This paper contributes to assess the outcomes of the efforts undertaken in
Portugal to build an effective TI-system to support innovation and technology transfer and suggests new
demand-oriented policies.
Lawson B, Petersen KJ, Cousins PD, Handfield RB (2009) Knowledge Sharing in Interorganizational
Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms. Journal of
Product Innovation Management 26:156-172 Working collaboratively with suppliers is increasingly cited
as a "best practice" in product development. The importance of sharing knowledge between buyer and
supplier in this context has been well recognized, although comparatively little research exists on the
interorganizational socialization mechanisms that facilitate it. The present research proposes and tests a
theoretical model of the impact of formal and informal socialization mechanisms on the level of knowledge
sharing within interorganizational product development projects and the subsequent effect on buyer firm
performance. Results from this study of 111 manufacturing organizations in the United Kingdom largely
support its hypotheses. It is revealed that informal socialization mechanisms (e. g., communication
guidelines, social events) play an important role in facilitating interorganizational knowledge sharing,
whereas formal socialization mechanisms (e. g., cross-functional teams, matrix reporting structures) act
indirectly through informal socialization to influence knowledge sharing. The results also show that
interorganizational knowledge sharing is positively associated with supplier contribution to development
outcomes, which, in turn, improves buyer product development performance and, ultimately, financial
performance. Product development managers are encouraged to build social ties between interorganizational
development teams to increase the flow of knowledge and to improve both product development outcomes
and financial performance.
Ledwith A, O'Dwyer M (2009) Market Orientation, NPD Performance, and Organizational Performance in
Small Firms. Journal of Product Innovation Management 26:652-661
Many studies have established
relationships among market orientation, new product performance, and organizational performance;
however, few have examined these relationships in small firms. Where small firms have been examined, the
results suggest that the relationships identified in large firms do not always apply in small firms. Previous
research has linked market orientation with organizational performance, with several authors demonstrating
that market orientation increases new product success and thereby improves organizational performance.
Ensuring optimal new product performance is essential for small firms, particularly in light of the strong
relationship between new product success and a company's health. However, given that the success rate of
new products worldwide has been low, increasing understanding of what drives new product performance is
critical. Measures of new product success can be grouped into five categories: (1) market-level measures; (2)
financial measures; (3) customer-acceptance measures; (4) product-level measures; and (5) timing measures.
In small firms, the most frequently used success measures are customer-acceptance and product-level
measures; however, a link between the new product measures used and organizational success has not been
established. This paper presents a model linking market orientation, new product performance, and
organizational performance in small firms. The model was explored using data collected from 106 small
firms in Ireland. The results show significant relationships among market orientation, new product
performance, and organizational performance. However, when these relationships are explored in more
detail, it emerges that of the three measures used for market orientation only one-competitor orientation-is
significantly linked with new product performance. Additionally, of the five measures used for new product
performance only two-market performance and financial performance-are linked with organizational
performance. The findings of this study demonstrate that small firms report significantly lower levels of
competitor orientation than customer orientation or interfunctional coordination. However, competitor
orientation is the only dimension of market orientation that is significant in predicting new product
performance. Small firms also perform significantly better on product-level and customer-acceptance new
product performance measures than on market-level, financial, or timing measures. The study makes four
recommendations for small firms. First, small firms should keep a closer eye on their competitors,
improving their understanding of what products competitors offer, why customers do or don't buy
competitor products, how they attract customers, and how satisfied customers are with competitors'
products. Second, they need to be more aware of the impact that new products will have on their market
position in terms of volume, sales growth, revenue, and market share. Third, small firms need to put more
effort into measuring the financial performance of their new products, for example, development costs,
contribution, profitability, and return on investment (ROI) or internal rate of return (IRR). Finally, small
firms should attempt to be more objective in efforts to satisfy customers and to avoid overfocusing on a
small number customers to the detriment of increasing market share.
Lee C, Lee JD, Kim TY (2009) Innovation Policy for Defense Acquisition and Dynamics of Productive
Efficiency: A DEA Application to the Korean Defense Industry. Asian Journal of Technology Innovation
17:151-171
This study evaluates the effects of innovation policy for defense acquisition on productive
efficiency of Korean defense firms. After identifying the efficiency gaps among the production units by
applying Data Envelopment Analysis (DEA) to the production data of 1997-2004, the determinants affecting
the input mix decisions of defense firms are analyzed through the Tobit regression analysis. The results
identify competition in the market, capacity utilization level, R&D investment, and the firm's defense
revenue share as the influential factors to the productive efficiency of Korean defense firms.
Lee RP, Chen QM (2009) The Immediate Impact of New Product Introductions on Stock Price: The Role of
Firm Resources and Size. Journal of Product Innovation Management 26:97-107
New product
development and introduction is an ongoing important issue to facilitate a firm's success. To demonstrate the
financial impact of new product introductions and the supporting role of firm resources and organizational
structure, the authors collected 409 new product announcements from 1990 to 1998 and used event
methodology and regression models in this research. Building on resources and capabilities perspectives, the
present study argues that firm resources with emphases on research and development (R&D) are imperative
to materialize new product concepts. However, the research revealed that R&D resources have dual effects
on immediate shareholder value (i.e., abnormal stock returns). On one hand, when the firm commits only
lower to moderate levels of R&D, investors would have perceived such R&D as expenditures reducing the
firm's profit margin and thereby negatively evaluate R&D resources. Nevertheless, when the firm has
dedicated its resources to R&D significant enough to signal investors its potential benefits can outweigh its
costs, it generates positive shareholder value. Further, the study found that investors honor positive
marketing resources that are critical to promote and launch new products to customers. Apart from resources
perspectives, according to the organizational structure literature, firm size reflects the layers of bureaucracy
within an organization. The research found a negative effect on shareholder value, indicating that investors
evaluate more optimistically smaller firms that are likely to be more innovative and entrepreneurial resulted
in more breakthrough products. In conclusion, this study provides value to practitioners in understanding the
impact of firm size and, more importantly, to what extent they dedicate their resources in R&D and
marketing to generate different performance outcomes.
Lee S, Yoon B, Park Y (2009) An approach to discovering new technology opportunities: Keyword-based
patent map approach. Technovation 29:481-497
This paper proposes an approach for creating and
utilizing keyword-based patent maps for use in new technology creation activity. The proposed approach
comprises the following sub-modules. First, text mining is used to transform patent documents into
structured data to identify keyword vectors. Second, principal component analysis is employed to reduce the
numbers of keyword vectors to make suitable for use on a two-dimensional map. Third, patent 'vacancies',
defined as blank areas in the map that are sparse in patent density but large in size, are identified. The
validity of the vacancy is then tested against Such criteria as technological criticality and technological
trends. If a vacancy is judged as meaningful, its technological features are investigated in detail to identify
the potential for new technology creation. The procedure of the proposed approach is described in detail by
employing an illustrative patent database and is implemented into an expert system for new technology
creation.
Lee YG, Park SH, Song YI (2009) Which is Better for a Firm's Financial Performance: An Externally
Oriented or Inwardly Oriented Innovation Strategy? An Empirical Study on Korean SMEs. Asian Journal of
Technology Innovation 17:57-73
Research in the field of innovation shows that companies today often
rely on interactions with users, suppliers, and other external sources when it comes to seeking innovative
practices. Many studies find that this "open" innovation search model contrasts favorably with the inwardoriented model of the past, although many of these studies still rely on the traditional measures of output
such as patent applications. The authors further this research by examining how a concrete measure of
financial performance (operating profit) is related to the variables of openness and closedness in innovation
strategy. Our approach is unique in the sense that we examine a sample comprising only of small and
medium-sized enterprises, categorize firms according to industry, and look at such unique variables as
family control of the SME (whether the CEO and/or stockholders are family members) and the SME's
exposure in an online financial newspaper. We gather data on 215 Korean SMEs from Korea's Data
Analysis, Retrieval, and Transfer System, Worldwide Intellectual Property Search, and the online newspaper
Money Today. Findings include the rather surprising result that a closed innovation strategy as represented
by family control of the SME relates positively to financial performance.
Leger PM, Quach L (2009) Post-merger performance in the software industry: The impact of characteristics
of the software product portfolio. Technovation 29:704-713
This article studies the impact of the
characteristics of software product portfolios on the performance of firms involved in a merger of software
companies. The short-term financial results reveal that markets generally seem to neglect the characteristics
of software product portfolios when the merger is announced. Nevertheless, such portfolios appear to have a
positive impact on the price/book value ratio of merged software firms. The empirical evidence presented in
this paper suggests that, in the long term, the performance of business combinations in the software industry
is related to certain factors that are attributable to virtual network effects.
Li JZ, Pu X (2009) Technology Evolution in China's Color TV Industry. Industry and Innovation 16:479497 For industries in undeveloped countries, technological paradigm transition means both opportunities
and challenges. This paper examines the technology evolution process of the color TV industry in China
across two areas: CRT (cathode ray tube) and flat panel display. In order to delineate the evolution path, a
theoretical model is proposed in which six influencing factors, namely, firm strategy, demand, resource
supplying, policy/regulation, technology paradigm/technology regime and industry structure, are examined.
These factors jointly determine the evolution process of the color TV industry in China. This model clearly
explains the industry's backward position, in comparison with that in leading countries.
Li ST, Tsai MH (2009) A dynamic taxonomy for managing knowledge assets. Technovation 29:284-298
In the last decade, knowledge asset management has attracted great attention in both academia and in
business. Many researchers have used various perspectives to propose toxonomies for classifying knowledge
assets. As knowledge assets never change their type once they have been classified, we argue that these
taxonomies should be regarded as "static". This is mainly because existing taxonomies classify knowledge
assets by their peculiarities rather than by their environment factors. Unlike previous studies, this study
proposes a "dynamic" taxonomy, using two dimensions: "impacts on sustainability of competitive advantage
(SCA)" and impacts on appropriability". This classifies a firm's knowledge assets into four types: core
knowledge assets, dynamic knowledge assets, supportive knowledge assets and low-value knowledge assets.
The proposed taxonomy possesses two main characteristics: one os of it being dynamic and the other is its
alighment with strategy. To elaborate this taxonomy, several examples related to the four types of
knowledge assets are presented and several propositions are introduced in this study.
Li Y, Vanhaverbeke W (2009) The effects of inter-industry and country difference in supplier relationships
on pioneering innovations. Technovation 29:843-858
Innovations are critical driving forces for firms to
engage in corporate growth and new business development. Innovating firms are increasingly generating
new knowledge in collaboration with partners. In this paper, we analyze how the knowledge differences
between the innovating firms and their suppliers in Canada are likely to result in pioneering innovations.
The knowledge difference is decomposed into two dimensions: the inter-industrial dimension and the
geographic dimension in national context. Using the Canadian Innovation database, we found the interindustry difference has a positive effect and the country difference has a negative effect on the likelihood of
generating pioneering innovation. The findings of this paper suggest that for generating pioneering
innovation, it is important not only to search for suppliers from different industries to get access to various
complementary external knowledge sources but also to find suppliers from the same or nearby countries for
the sake of communication and coordination.
Li YR (2009) The technological roadmap of Cisco's business ecosystem. Technovation 29:379-386
A
business ecosystem provides a new perspective for repositioning a company's strategy in order to
aggressively further its own interests and to promote its overall ecosystem health. Analyzing a business
ecosystem is not an easy task, and therefore only a few studies have been made, even though some scholars
and managers accept this concept from ecology since value creation is achieved by establishing a platform
that other members of the ecosystem can use to enhance their performance. This paper presents a case study
based on both qualitative and quantitative data, by explaining how Cisco Systems has been so successful in
utilizing its strategy of mergers and acquisitions (M&A) for corporate growth based on a business
ecosystem, especially from a technological perspective. We use US patent data from 1993 to 2005 to
illustrate Cisco's technological roadmap. Finally, implications of symbiosis, platform, and co-evolution are
provided for managers to challenge the contemporary business environment.
Li YR, Chen Y (2009) Opportunity, embeddedness, endogenous resources, and performance of technology
ventures in Taiwan's incubation centers. Technovation 29:35-44
Using a four-stage technology venture
model, this study attempts to understand the relationship among opportunity, embeddedness, endogenous
resources, and performance during technology venturing. The aim of this study is to link resource-based
considerations with technology venture theory to help explain the effects of venturing resource. To help
clarify venture performance, this study employs a structural equation model (SEM) to explain the
relationships among opportunity, embeddedness, endogenous resources, and performance. Our analytical
results imply that embeddedness at the firm level does not significantly affect a firm's success. Implications
for both research and practice are discussed herein.
Liang X, Lin L, Wu GS (2009) Evolution of the Chinese Automobile Industry from a Sectoral System of
Innovation Perspective. Industry and Innovation 16:463-478 Based on surveys of important innovations in
the Chinese automobile industry, we divide the evolution of the automobile industry into three stages. We
construct a conceptual model for the sectoral innovation system and utilize this model to analyse the main
mechanisms of interaction in the context of autonomous innovations in the Chinese automobile industry. We
attempt to interpret these autonomous innovations in the Chinese automobile industry from the perspective
of an interactive system; the conclusions are suggestive and must be tested in further empirical research.
Lichtenthaler U (2009) Outbound open innovation and its effect on firm performance: examining
environmental influences. R & D Management 39:317-330 Firms may open up their innovation processes
on two dimensions. While inbound open innovation refers to the acquisition of external technology in open
exploration processes, outbound open innovation describes the outward transfer of technology in open
exploitation processes. Prior open innovation research has focused on the inbound dimension, whereas the
outbound dimension has been relatively neglected. Therefore, this article addresses the relationship between
outbound open R&D strategies and firm performance. We use data from 136 industrial firms to test four
hypotheses on the moderating effects of environmental factors in the relationship between open innovation
strategies and firm performance. The results show that the degree of technological turbulence, the
transaction rate in technology markets, and the competitive intensity in technology markets strengthen the
positive effects of outbound open innovation on firm performance. By contrast, the degree of patent
protection does not facilitate successful open innovation. The results are crucially important to managers
because they show under what environmental conditions open innovation strategies enhance performance.
Lichtenthaler U, Ernst H (2009) The Role of Champions in the External Commercialization of Knowledge.
Journal of Product Innovation Management 26:371-387
Besides applying knowledge in their own
products or services, firms may externally commercialize their knowledge assets ( e. g., by means of
outlicensing). The literature on champions, however, has focused on internal innovation. This gap in prior
research is particularly remarkable as the potential for promoting external knowledge exploitation is high.
Some pioneering firms realize great benefits, whereas most others experience major managerial difficulties.
This paper tests five hypotheses regarding the emergence and impact of champions of external knowledge
exploitation with data from 152 firms across industries. The results of the questionnaire-based study
demonstrate the relevance of champions of external knowledge exploitation. Championing constitutes an
essential success factor and has strongly contributed to the recent increase in external knowledge
commercialization. These findings help to explain the discrepancies between the few successful and the
majority of unsuccessful firms. Beyond existing insights, the emergence of champions is affected by
external determinants in addition to internal determinants. There is an inverted U-shaped relationship
between championing and the internal determinants, that is, organizational climate and active strategy.
Moreover, there is a negative relationship between championing and market imperfection and an inverted Ushaped relationship between championing and competitive intensity, which both constitute external
determinants of championing. In contrast to the traditional understanding, champions tend to emerge in
supportive environments, in which internal and external barriers are relatively low. This surprising finding
calls for rethinking the role and motivation of champions.
Lichtenthaler U, Ernst H (2009) Opening up the innovation process: the role of technology aggressiveness.
R & D Management 39:38-54 Besides acquiring external knowledge, many firms have begun to actively
commercialize technology, for example, by means of out-licensing. This increase in inward and outward
technology transactions reflects the new paradigm of open innovation. Most prior research into open
innovation is limited to theoretical considerations and case studies, whereas other lines of research have
focused either on external technology acquisition or exploitation. In an integrative view, we consider inward
and outward technology transactions as the main directions of open innovation. Moreover, technology
aggressiveness, which constitutes an important dimension of technology strategy, is identified as a major
determinant of open innovation. Data from a survey of 154 industrial firms are used to test three hypotheses
relating technology aggressiveness, external technology acquisition, and external technology exploitation. In
addition, clusters of firms with homogeneous strategies regarding technology aggressiveness and open
innovation are identified.
Lin JL, Fang SC, Fang SR, Tsai FS (2009) Network embeddedness and technology transfer performance in
R&D consortia in Taiwan. Technovation 29:763-774
This study considers the government-sponsored
R&D Consortia as a critical external learning alternative to upgrade technology capabilities of small and
medium enterprises. The study hypothesizes that the participating firms in a government-sponsored R&D
alliance can improve their technology transfer performance if they can sustain appropriate network
relationships with other network members, such as the research institute or other alliance firms. In addition,
we demonstrate that the learning intent and absorptive capability of participating firms moderate the effects
of network embeddedness on performance. The study uses a sample of 110 companies from the R&D
Consortia sponsored by the Industrial Technology Research Institute (ITRI), a primary R&D center founded
in 1973 and supported by government for industry in Taiwan. The results conclude with significant impacts
of network embeddedness on technology transfer performance and significant moderating effects of
organizational learning. The "transferred to whom" issue in the differentiated network of R&D consortia is
also examined and discussed.
Linton J (2009) Why a special issue focused on tourism and hospitality? Technovation 29:575-575
Linton JD (2009) What are we looking for? Technovation 29:807-809
Linton JD (2009) De-babelizing the language of innovation. Technovation 29:729-737 By considering the
language of innovation, clarification is offered on the different dimensions associated to innovation and why
the competing terminology used to describe innovation often creates more confusion than clarity. A better
understanding of assessing and exploiting innovation is offered through a framework that recognizes its
critical characteristics and the important role of difference in perspective. More specifically, the framework
considers both the technical and social impacts of innovation, the nature of their inputs and outputs, and the
unit and level of analysis. Examples are given to illustrate to theoreticians the important contextual factors
and to help practitioners in determining how to better exploit opportunities and minimize threats.
Linton JD (2009) Technology innovation management's growing influence and impact. Technovation
29:643-644
Linton JD (2009) Reviewing: The unsung heroes of excellent journals and publications. Technovation 29:14
Liu J, Baskaran A, Li SM (2009) Building Technological-Innovation-Based Strategic Capabilities at Firm
Level in China: A Dynamic Resource-Based-View Case Study. Industry and Innovation 16:411-434 This
paper focuses on the 10-year-long practice of mobilizing key resources to build strategic capabilities based
on technological innovation in a textile company in China. We propose an analytical framework on the basis
of RBV theory and value chain analysis and adopt a dynamic perspective to determine the pattern and
process of how different bundles of the key resources contributed to the strategic capabilities in our case
company. We found that the firm's technological-innovation-based strategic capabilities were broadly
influenced by neither technological resources, nor innovation resources, but organizational culture, human
resources and organizational structure, among which human resources is the most dynamic one. For firms
with ambition to maintain a high level of strategic capabilities it is imperative they develop and enhance
their organizational culture in a flexible organizational environment. For firms with the objective of
transforming or transplanting their existing capabilities, it is likely to be effective if they change or transfer
the human resources, respectively.
Liu JJ, Tylecote A (2009) Corporate Governance and Technological Capability Development: Three Case
Studies in the Chinese Auto Industry. Industry and Innovation 16:525-544
This paper examines how
firms' technological capability development is affected by corporate governance, broadly understood: "how
and by whom the firm is directed and controlled". Three state-owned companies are studied. Shanghai Auto
Industry Corporation (SAIC) is a long-established "favoured" enterprise controlled on rather traditional
lines. Chery is a small under-funded latecomer that receives exceptional "engagement" from its controlling
local and provincial government. Guizhou Tyre (GTC) is long-established but also receives exceptional
engagement. The firms' governance structures and their processes of technological capability building were
tracked and compared. Data on SAIC and Chery was mainly from secondary sources; on GTC, from
extensive interviewing of management and site observations. There were two main findings: first, it was the
two with unusual engagement which were more successful in developing "endogenous" or "self-reliant"
technological capability. Second, two alternative technological strategies could be distinguished: "bundled"
or "unbundled" technology acquisition. Chery and GTC chose "unbundling". We show why it was more
successful and why it followed from the corporate governance situation.
Lopez-Mielgo N, Montes-Peon JM, Vazquez-Ordas CJ (2009) Are quality and innovation management
conflicting activities? Technovation 29:537-545
It is commonplace to assert that hard components of
quality management inhibit innovation. In fact, the relationship between these two activities (quality and
innovation management) is complex and, as claimed in this paper, bi-directional. Some recent works suggest
that innovative companies are used to change management and therefore would find adopting quality
management routines less demanding and less expensive than non-innovative companies. This paper builds
on this view and proposes that innovation capabilities linked to certain valuable resources (better conditions)
favor the implementation of hard components of total quality management. Innovation capabilities are key
dynamic capabilities accumulated over time. In order to capture their complexities, they are modeled in a
broad manner including both product and process innovations, as well as R&D and high technological level.
For verifying the hypotheses, a random-effect probit model is tested on a large multi-industry panel of
Spanish firms. Unobservable individual heterogeneity and time effects are controlled with this approach,
which means a noteworthy improvement over previous research. The results strongly confirm the positive
link between innovation capabilities and quality management. It is also demonstrated that some resources of
the firm facilitate standardization and quality control activities. These findings have important managerial
implications. On the one hand. developing innovation capabilities will permit companies to be proactive in
the adoption of standardized management systems. On the other hand, quality and innovation departments
should cooperate in order to ease the standardization of new products and processes.
Love JH, Roper S (2009) Organizing innovation: Complementarities between cross-functional teams.
Technovation 29:192-203
Cross-functional teams play a potentially important part in the innovation
process enabling knowledge sharing, the development of trust and overcoming spatial and organizational
barriers. Using a supermodularity approach, we focus on potential complementarities which may arise when
cross-functional teams are used in different elements of the innovation process in UK and German
manufacturing plants. Using optimal combinations of cross-functional teams in the innovation process
increases innovation success in the UK by 29.5 per cent compared to 9.5 per cent in Germany. Patterns of
complementarity are complex, however, but are more uniform in the UK than in Germany. The most
uniform complementarities are between product design and development and production engineering, with
little synergy evident between the more technical phases of the innovation process and the development of
marketing strategy. In strategic terms, our results suggest the value of using cross-functional teams for the
more technical elements of the innovation process but that the development of marketing strategy should
remain the domain of specialists.
Love JH, Roper S (2009) Organizing the Innovation Process: Complementarities in Innovation Networking.
Industry and Innovation 16:273-290
This paper contributes to the developing literature on
complementarities in organizational design. We test for the existence of complementarities in the use of
external networking between stages of the innovation process in a sample of UK and German manufacturing
plants. Our evidence suggests some differences between the UK and Germany in terms of the optimal
combination of innovation activities in which to implement external networking. Broadly, there is more
evidence of complementarities in the case of Germany, with the exception of the product engineering stage.
By contrast, the UK exhibits generally strong evidence of substitutability in external networking in different
stages, except between the identification of new products and product design and development stages. These
findings suggest that previous studies indicating strong complementarity between internal and external
knowledge sources have provided only part of the picture of the strategic dilemmas facing firms.
Lu WC (2009) The Evolution of R&D Efficiency and Marketability: Evidence from Taiwan's IC-design
Industry. Asian Journal of Technology Innovation 17:1-26
This article adopts and extends the data
envelopment analysis model of Seiford and Zhu (1999) to investigate the R&D efficiency and marketability
of Taiwan's IC-design firms. Cluster analysis is used to study the relationship between invention efficiency,
marketability, and firm characteristic variables. Results show that invention efficiency and R&D
marketability are 0.6 and 0.4, respectively. It is not desirable that firms often ignore marketability in the
R&D process. Cluster analysis is used to divide firm population into high- and low-efficiency segments in
order to determine the relationships between invention efficiency, marketability, and environment variables.
Results show that the number of employees, employee bonuses, and firm age are positively correlated to
invention efficiency and marketability. These results may help guide the operational and managerial policies
of IC-design firms.
Lucas WA, Cooper SY, Ward T, Cave F (2009) Industry placement, authentic experience and the
development of venturing and technology self-efficacy. Technovation 29:738-752 Many governments are
keen to see enhanced levels of enterprise and entrepreneurial activity and have encouraged the higher
education sector to increase the amount of enterprise education provided to students, particularly in science,
engineering and technology disciplines, to prepare them for careers that advance innovation. Whilst
university students derive much education and learning from within their principal discipline. significant
learning occurs outside the classroom, at home, in social settings and in the workplace. This paper uses data
on more than four hundred third and fourth year engineering undergraduates at four United Kingdom
universities to explore the relative contribution of a range of experiences in the workplace which affect their
venturing and technology self-efficacy. Experiences include different forms of workplace orientation,
varying degrees of authenticity of the work they are given relative to their future careers, how students rank
their performance and the presence of successful role models. Results show that authenticity, defined as a
close relationship between the undergraduate's course of study, feedback on performance, and how well the
students felt they had performed, are the dominant predictors of self-efficacy. The paper concludes with a
discussion of the need for universities and companies to work together to pay greater attention to the quality
of undergraduate placement experiences.
Luger M (2009) Innovation Nation: How America is Losing Its Innovation Edge, Why It Matters, and What
We Can Do to Get It Back. R & D Management 39:228-229
Maccoby M (2009) Predict the Future Better. Research-Technology Management 52:64-65
Maccoby M (2009) Integrating Cultures: R&D Leaders' Newest Task. Research-Technology Management
52:57-60
Maccoby M (2009) Needed: Managers Who Are Leaders. Research-Technology Management 52:58-60
MacCormack A, Iansiti M (2009) Intellectual Property, Architecture, and the Management of Technological
Transitions: Evidence from Microsoft Corporation. Journal of Product Innovation Management 26:248-263
Many studies highlight the challenges facing incumbent firms in responding effectively to major
technological transitions. Though some authors argue that these challenges can be overcome by firms
possessing what have been called dynamic capabilities, little work has described in detail the critical
resources that these capabilities leverage or the processes through which these resources accumulate and
evolve. This paper explores these issues through an in-depth exploratory case study of one firm that has
demonstrated consistently strong performance in an industry that is highly dynamic and uncertain. The focus
for the present study is Microsoft, the leading firm in the software industry. The focus on Microsoft is
motivated by providing evidence that the firm's product performance has been consistently strong over a
period of time in which there have been several major technological transitions-one indicator that a firm
possesses dynamic capabilities. This argument is supported by showing that Microsoft's performance when
developing new products in response to one of these transitions-the growth of the World Wide Web-was
superior to a sample of both incumbents and new entrants. Qualitative data are presented on the roots of
Microsoft's dynamic capabilities, focusing on the way that the firm develops, stores, and evolves its
intellectual property. Specifically, Microsoft codifies knowledge in the form of software "components,''
which can be leveraged across multiple product lines over time and accessed by firms developing
complementary products. The present paper argues that the process of componentization, the component
"libraries'' that result, the architectural frameworks that de. ne how these components interact, and the
processes through which these components are evolved to address environmental changes represent critical
resources that enable the firm to respond to major technological transitions. These arguments are illustrated
by describing Microsoft's response to two major technological transitions.
MacGregor SP (2009) Get There Early: Sensing the Future to Compete in the Present. Journal of Product
Innovation Management 26:354-355
Magnusson PR (2009) Exploring the Contributions of Involving Ordinary Users in Ideation of TechnologyBased Services. Journal of Product Innovation Management 26:578-593
Lead users have long been
acknowledged as important contributors to the market success of innovative products and services. The
ability of lead users to be such effective innovators has been ascribed to a combination of adequate
technological expertise and superior knowledge of the user domain so-called use experience. Drawing on the
apparent success of lead users in innovation, many companies are now attempting to involve other types of
users, namely, ordinary users, for ideation at the fuzzy front end (FFE) of new product and service
development. However, ordinary users do not usually possess the technological knowledge of lead users,
and the existing literature provides little guidance on how to manage such user involvement or its expected
contributions. The purpose of the present study is, therefore, to contribute to scholarly knowledge regarding
the benefits and management of user involvement during the ideation phase of innovation in technology-
based services. More specifically, the study investigates the contribution made in this respect by "ordinary''
users, as opposed to professional developers. The research questions that are addressed are as follows: (1)
What contributions do ordinary users make when involved in the FFE for ideation of new technology-based
services; and (2) how is the contribution of the users affected by their knowledge of the underlying
technology? The study addresses these questions through a literature review and conceptual analysis of the
involvement of users in innovation in mobile telephony, followed by an empirical study using a quasiexperimental design in which the independent variable is the users' technological knowledge of the
underlying mobile telephone system and the dependent variable is the quality of the created idea-proposals
from an innovation perspective. Various scenarios involving guided users, pioneering users, and
professionals are investigated. The study finds that the users' knowledge of the underlying technology has an
effect on their propensity to contribute with incremental or radical new ideas. The ideas from guided users
tend to be more incremental whereas the pioneering users' ideas are more radical. Contrary to the users in
the guided user scenarios, the users in the pioneering user scenarios have a propensity to produce ideas that
challenge the prevailing dominant logic of the company; these ideas can be used to assist the company to
think in new trajectories. The paper proposes that ordinary users should not be expected to contribute ideas
that can be directly put into the new product development process; rather, ordinary user involvement should
be regarded as a process whereby a company learns about users' needs and is inspired to innovate. The paper
concludes that user involvement can actually be a stimulus for review of a company's business strategy.
Manion MT, Cherion J (2009) Impact of Strategic Type on Success Measures for Product Development
Projects. Journal of Product Innovation Management 26:71-85
Does the strategic type of firm affect
which success measures should be used for product development (PD) projects? This paper theorizes that it
should and finds that it does because the PD projects undertaken are usually an expression of the strategic
type of the firm. The purpose of this research is to affirm a 1996 survey of members of the Product
Development & Management Association (PDMA) that proposes that firms' PD performance measures
should vary by their strategic type. Thus, for example, prospectors, the strategic type most likely to
introduce new products to new markets, should place greater importance on PD success measures consistent
with their characteristic strategies of changing product lines and early market entry. In contrast, defenders,
the strategic type most likely to maintain stable product lines for existing markets, should place greater
importance on PD success measures consistent with their characteristic strategies of stable product lines and
market penetration. Analyzers, a hybrid type between prospectors and defenders, should prefer measures
consistent with their characteristic strategies for improving products and being early followers in newer
markets. To relate strategic types to specific success measures for PD projects, this paper proposes a model
of the relationship based on the degree of project newness to the firm and then catalogs measures of PD
project success and groups them according to degree of project newness. The research findings are based on
survey responses from 222 individuals who are employed by financial service providers, who identified their
firms by strategic type and rated the importance of PD success measures to their firms. The importance of 21
performance measures is compared by strategic type to find significant differences among prospectors,
analyzers, and defenders. This research finds several significant relationships. prospectors, for example,
attach greater importance to customer satisfaction, launch timeliness, and product return on investment, all
of which may be characterized as relating to a higher degree of project newness to the firm. defenders and
analyzers, on the other hand, attach more importance than prospectors to measures of unit volume, cost
reduction, and margin goals, all of which relate to a lower degree of project newness to the firm. In short,
because prospectors seek to introduce new products to new markets, they consider important those
measures, which accord with greater product and market newness. The major conclusion of this paper is that
strategic type affects the importance of project performance measures and that all firms should not use the
same success measures. Firms should contextualize their success in PD projects based on their strategic
type. This conclusion resonates with previous findings that strategy is a key determinant of PD success,
though it is infrequently included in PD success studies. This paper, therefore, challenges the implicit
assumption in the mainstream of PD success literature that success can be determined without regard to firm
strategy.
Martinez-Ros E, Orfila-Sintes F (2009) Innovation activity in the hotel industry. Technovation 29:632-641
This paper provides evidence for different innovation activities in the hotel industry. In particular, we
explore the influence of a variety of firm and market characteristics on radical and incremental innovations.
We consider the learning of new attributes (radical) and the addition of characteristics to existing attributes
(incremental) to represent two different paces or degrees of managing the innovation process in this specific
industry. The database used in the empirical study shares the major features of new approaches about
innovation in services. A questionnaire administered to a representative sample of hotel managers in the
Balearic Islands provides the data for the discrete regression models used to represent the innovation in these
hotels. Our main conclusion is that radical and incremental innovations appear to be interrelated.
Furthermore, the main determinants of innovation are the form of hotel management, the hotel market
strategy, and the size and location of the hotel.
Masson S, Petiot R (2009) Can the high speed rail reinforce tourism attractiveness? The case of the high
speed rail between Perpignan (France) and Barcelona (Spain). Technovation 29:611-617
The transport
system plays an important role in tourism destination development. A high speed railway authorizes a
reduction in transportation costs and can be a tool for tourism destination development by allowing
accessibility improvement. Nevertheless, this improvement is often synonymous with reinforcement of
spatial competition between tourism destinations. New economic geography (NEG) models show that
agglomeration and dispersion forces determine the spatial structure of economy. These two opposing forces
are influenced by transportation costs. A decrease in transport costs can reinforce the concentration of
economic activities. A prospective analysis investigating the case of the forthcoming South European HSR
lines between Perpignan and Barcelona shows that the resulting increased spatial competition may reinforce
the phenomenon of the tourism activities agglomeration around Barcelona to the detriment of Perpignan.
Tourism product differentiation is one solution for Perpignan to confront agglomeration forces.
Mathews S (2009) Valuing Risky Projects with Real Options. Research-Technology Management 52:32-41
This article provides technologists with the business-case methods and tools to calculate the value of
projects involving risky new technology or markets but that potentially offer higher returns in the long run.
A typical business case using NPV analysis is presented for a new product, an air freighter. NPV is first
extended to multi-scenario analysis and then to a "what if" model using Monte Carlo simulation. Finally, a
real-option value for the air freighter is calculated. Based on the same concept as traded financial options, a
real option is a contingent investment in "real" physical assets such as a corporate technology project.
Boeing's new real-option value algorithm, the Datar-Mathews Method, is both intuitive and transparent. It
gives technology managers an investment and risk-modeling tool they can incorporate into strategic thinking
and contingency planning.
Mazzanti M, Montresor S, Pini P (2009) What Drives (or Hampers) Outsourcing? Evidence for a Local
Production System in Emilia Romagna. Industry and Innovation 16:331-365
The paper investigates the
drivers of the outsourcing decisions of firms located in a specific local production system. Different kinds of
drivers are considered drawing on different strands of the literature, considering the firm from an
organizational point of view, and as a production, industrial and innovation unit of analysis. Theoretical
correlations between outsourcing decisions and variables are formulated and tested with respect to a
representative cross-section sample of the firms in Reggio Emilia, a local production system in Emilia
Romagna. The main result of the paper is that, in the local context investigated, transaction costs do not
seem to be a significant driver of outsourcing. The decision to externalize is rather driven by other
arguments, strongly based on the resource-competence approach, factors such as the need for tapping into
the providers to promote technological innovation. On the other hand, these drivers are contrasted by the
industrial relations of the firms, as workers and workers' representatives significantly hamper it, possibly
fearing job losses, or at most expect to be involved in the relative decision in order to make it possible or
even spur it. These results have important implications, both at the research level-at which they suggest to
complement the transaction cost analysis of outsourcing with that of other approaches-and at the
management level-at which they support the thesis that external organizational innovations, such as
outsourcing, cannot neglect internal organizational aspects, such as human resource management and
industrial relations.
McAdam R, McAdam M, Brown V (2009) Proof of concept processes in UK university technology transfer:
an absorptive capacity perspective. R & D Management 39:192-210
Successful research
commercialisation within the university domain is predicated upon basic research being developed into
technology that will attract funding, ultimately resulting in entities such as University spin-out companies or
licensing arrangements. This development process involves considerable risk and uncertainty and may
require substantial resources to fund early stage operations while returns are uncertain. Hence there is a need
to explore risk-minimisation approaches relating to proving the potential for development while
concurrently allocating resources in an incremental manner. This paper focuses on the development of the
Northern Ireland Proof of Concept (PoC) process within a University Science Park Incubator (USI) as a
particular approach to addressing these challenges inherent in the United Kingdom University technology
transfer. Furthermore, Absorptive Capacity has emerged in the literature as an appropriate theoretical
framework or lens for exploring the development and application of new technology. Therefore, the aim of
this paper is to explore the PoC process within a USI as a means for improving the commercialisation of
University technology transfer using an Absorptive Capacity perspective. A multiple case analysis of PoC
applications within a UK university is described. From the findings it emerges that Absorptive Capacity
influencing factors such as levels of R&D investment, prior knowledge base and integration of stakeholder
and technology planning all impact on PoC outcomes. In addition a number of process improvement areas
for PoC are identified in relation to the influencing factors within the Absorptive Capacity framework.
Medcof JW (2009) Managing Global Innovation, 3rd edition. R & D Management 39:225-226
Merrifield DB (2009) Antitrust, an Anachronism? Research-Technology Management 52:10-11
Meyer MH, Poza H (2009) Venturing Next to the Core: from Defense to Homeland Security. ResearchTechnology Management 52:24-37 This article describes how Raytheon was able to leverage its defense
products into the emerging market,for homeland security that followed 9/11, and which has since grown into
a global, multi-billion dollar revenue stream for the company Homeland security offered Raytheon the
opportunity to leverage many of its proven technologies to a new set of applications that were growing faster
than its core businesses, as well as having higher profitability. Raytheon success provides insights into how
to learn;he needs of new types of customers and how to make strategic investments in new technologies
while at the same time leveraging others. The greatest lesson, however, may be how Raytheon executives
structured this new business to achieve a true partnership-rather than rivalry-with its existing operating
divisions.
Meyer PE, Winebrake JJ (2009) Modeling technology diffusion of complementary goods: The case of
hydrogen vehicles and refueling infrastructure. Technovation 29:77-91
Hydrogen has emerged as a
possible transportation fuel for addressing long-term, sustainable energy supply, security, and environmental
problems. Yet, there are a number of barriers that need to be overcome if hydrogen vehicles are ever to
penetrate transportation markets. not the least of which is the development of a vehicle-infrastructure
system. Hydrogen vehicles and refueling infrastructure are complementary goods and must both
successfully penetrate transportation markets for either to be successful. This paper describes a system
dynamics model created to investigate the vehicle-infrastructure phenomenon currently inhibiting the
growth of hydrogen transportation systems. Four scenarios explore the phenomenon through analysis of
vehicle adoption, infrastructure development rates, and hydrogen market conditions. We conclude that a
coordinated policy approach that simultaneously encourages both the purchase of hydrogen vehicles and the
building of hydrogen infrastructure is the most effective approach for rapid vehicle-infrastructure adoption.
Molina-Castillo FJ, Munuera-Aleman JL (2009) New product performance indicators: Time horizon and
importance attributed by managers. Technovation 29:714-724
New product performance is one of the
most relevant areas in academic literature because its description has potential implications in companies'
growth and success. In particular, this paper provides a deeper insight into the time horizon and the
importance attributed by managers to each performance indicator at project level. Several analytical models
prove that (market-based, customer-based and financial-based) performance dimensions vary, depending on
the method of construction (through a mean score of performance indicators or using the importance
attributed by managers to the various performance indicators) both in the short term and in the long term.
The relevance of these findings is discussed, along with their implications for managers when studying
product performance determinants.
Montoya MM, Massey AP, Hung YTC, Crisp CB (2009) Can You Hear Me Now? Communication in
Virtual Product Development Teams. Journal of Product Innovation Management 26:139-155
Globalization and technological advances are driving organizations to extend the boundaries of new product
development (NPD) teams from traditional colocated settings to dispersed or virtual settings. Virtual NPD
teams have a wide array of information and communication technologies (ICTs) at their disposal. ICTs
allow team members to communicate and collaborate as they cope with the opportunities and challenges of
cross-boundary work. The purpose of this paper is to explore ICT use by members of virtual NPD teams.
This study presents an exploratory test and integration of two competing perspectives of media use in virtual
teams: media capacity theories and social dynamic media theories. Specifically, this paper examines the role
of task type, organizational context, and ICT type as critical contingency variables affecting ICT use. It also
examines how different patterns of ICT use relate to individual perceptions of team performance. The
findings from this study of 184 members of virtual NPD teams in three global firms suggest that
communication via ICTs in virtual NPD teams is contingent on a range of factors.
Morrison G, Yoshida P (2009) China, United States, Korea Take Lead In Clean Energy and Low-Carbon
Initiatives. Research-Technology Management 52:2-4
Mu JF, Peng G, MacLachlan DL (2009) Effect of risk management strategy on NPD performance.
Technovation 29:170-180
New product development (NPD) is a major driver of firm growth and
sustainable competitive advantage, yet risks are intrinsic in NPD in all industries. Thus understanding,
identifying, managing, and reducing risk is of strategic importance for firms. In this research, we synthesize
and build oil previous research. and propose a three-dimensional risk management framework for NPD. We
empirically test whether risk management strategy affects the performance of NPD using survey data from
Chinese firms. The results show that risk management strategies targeted at specific risk factors, i.e.,
technological, organizational, and marketing, contribute both individually and interactively in affecting the
performance of NPD. Appropriate risk management strategies can significantly improve the odds of NPD
success.
Mulenburg GM (2009) Triple C Model of Project Management: Communication, Cooperation, and
Coordination. Journal of Product Innovation Management 26:468-469
Muller K, Rammer C, Truby J (2009) The role of creative industries in industrial innovation. InnovationManagement Policy & Practice 11:148-168 This paper analyses the role of creative industries in affecting
an economy innovation performance. Conducting a survey of more than 2, 000 creative industry enterprises,
we show that creative industries are among the most innovative sectors in the economy. They support
innovation in a variety of other sectors through creative inputs, such as ideas for new products,
supplementary products and services or marketing support for product innovations. They are also an
important user of new technology and demand innovations from technology producers, particularly
information and communication technologies. Own innovative activities are a key driver for supporting
innovation. Creative industries are no homogenous sector, however. While software and advertising show
the strongest links to industrial innovation, architecture and content providers contribute rather little. I
Muller-Seitz G, Reger G (2009) Is open source software living up to its promises? Insights for open
innovation management from two open source software-inspired projects(1). R & D Management 39:372381 At present, several virtual initiatives claim to be acting according to the open source software (OSS)
arena, which is often deemed a role model for open innovation. Against this background, this research
focuses on a comparative case study of two non-profit project networks that attempt to operate in line with
the OSS phenomenon: Wikipedia, the online encyclopedia, and the development of an automobile, Open
Source car. We show that many parallels to the OSS arena can be drawn in both cases. However, this
analysis must be performed cautiously, as several factors limit the applicability of OSS principles to nonsoftware-related arenas. We conclude with a discussion of implications for open innovation research and
managerial practice.
Munsch K (2009) Open Model Innovation. Research-Technology Management 52:48-52
As companies
attempt to do "more with less" and increase the speed and number of products they bring to market, many
are opening tip their business models to a much larger ecosystem of "partners." However, this also means
addressing issues infrequently encountered in traditional closed systems. Careful consideration of the
cultural fit of the organizations, the contractual and intellectual property ownership terms of the relationship,
and the competitive implications of working together need to be assessed These, in turn, encompass a
number of factors that companies need to keep in mind as they evaluate and implement co-development and
other open innovation models to improve their chances for success.
Murovec N, Prodan I (2009) Absorptive capacity, its determinants, and influence on innovation output:
Cross-cultural validation of the structural model. Technovation 29:859-872
The main purpose of this
study is to provide stronger quantitative evidence in the field of organizational absorptive capacity research
by using a more direct measure of absorptive capacity and a wide range of variables in a cross-nationally
tested structural model. The results show that there exist two kinds of absorptive capacity: demand-pull and
science-push. Their most important determinants proved to be internal R&D, training of personnel,
innovation co-operation and attitude toward change. Both kinds of absorptive capacity are positively related
to product and process innovation output. Therefore, absorptive capacity is to be given more attention in the
future research and innovation policy considerations.
Musso C (2009) New learning from old plastics: The effects of value-chain-complexity on adoption time.
Technovation 29:299-312
Industrial innovations such as materials often face significant adoption delay
due to downstream obstacles in the value chain. While this delay can come from many sources, this study
uses the experience of key innovations in the plastics industry to show that value-chain-complexity is a
major contributor; increased value-chain-cornplexity leads to longer adoption delay. Then, building on the
economic principles of transaction cost analysis and switching costs, the effects of value chain inertia are
explained. This concept exposes different behaviors that call improve development and commercialization
of upstream innovation.
Nakagawa M, Watanabe C, Griffy-Brown C (2009) Changes in the technology spillover structure due to
economic paradigm shifts: A driver of the economic revival in Japan's material industry beyond the year
2000. Technovation 29:5-22
Innovation is believed to be a driver of the economy in the 21st century.
Above all, innovation in services and devices are essential to a post-information society. Importantly,
materials continue to play a significant role in innovation, particularly in incorporating new functions in new
devices. Now, Japan's economy is starting a significant recovery from the "lost decade". Therefore, it is an
appropriate time to review and elucidate the dynamics of material innovation before, during and after this
time in order to better understand the process of innovation throughout this economic paradigm shift. In the
context of innovation and economic paradigm, compound semiconductor materials lend themselves to
understanding the dynamics involved because they play a critical role in introducing new functions and
subsequently innovation to information communication technology. In this paper, patent applications filed
by Sumitomo Electric Industries, Ltd., the world's largest firm of compound semiconductor material were
investigated. Its patent applications for compound semiconductor substrates from 1980 to 2004 were
examined in detail. Through this analysis, the following relationship between technology spillover and
economic paradigm shift can be observed. In ail industrial society, intra-technology spillover successfully
led innovation. In contrast, in an information society, opportunities for both intra- and inter-technology
spillovers decreased, partly because of economic stagnation, but also because of organizational inertia in
business strategy. However, in a post-information society, simultaneously with the renewal of national
science and technology policy and reformation of business management, inter-technology spillover emerged
across industries, and the economy revived.
Nambisan S, Baron RA (2009) Virtual Customer Environments: Testing a Model of Voluntary Participation
in Value Co-creation Activities. Journal of Product Innovation Management 26:388-406
An increasing
number of firms are hosting virtual customer environments (VCEs) to involve their customers in product
development and product support activities. While the benefits to companies from hosting such VCEs are
clear, another closely related issue has received far less attention: Why do customers participate voluntarily
in value cocreation (here, product support) activities in such virtual customer environments? This study
seeks to answer this question by developing and testing a conceptual model that draws on the uses and
gratifications approach to consider an integrated set of four benefits that customers gain from their
interactions in VCEs. The research model also incorporates the interaction-based antecedents of these
customer benefits. Drawing on concepts and insights from the areas of computer-mediated communication
and brand communities, the key characteristics of customers' interactions in the VCE are identified and
related to the aforementioned four types of benefits. The study hypotheses are tested using data collected
from customer participants of the VCEs of two firms, Microsoft and IBM. The dependent variable,
customers' actual participation in the VCE, is operationalized as a time-lagged variable, and the data for this
are sourced from the Netscan database. Results offer strong support for the model and indicate that
customers' participation in product support activities in a VCE is motivated not just by their "citizenship'' or
norm-related behavior but stems primarily from their beliefs concerning the benefits of engaging in such
activities. Results also show the impact of key interaction characteristics of VCEs on such perceived benefits
and imply the need for firms to carefully design their VCEs to enhance customers' perceptions regarding
potential benefits. The research model and the findings hold important implications for research and practice
in customer coinnovation and product development. The model provides the basis for identifying the
appropriate set of VCE design features. Companies can test the efficacy of their VCE design features by
focusing on how such features augment the four types of benefits discussed and thereby ensure continued
customer participation. The study findings also hold broader implications for practice in the customer
relationship management area, particularly with regard to the potential to combine customers' VCE
interactions with appropriate offline product-related activities and to view the VCE as an integral element of
the firm's overall customer relationship management initiative.
Naranjo-Gil D (2009) The influence of environmental and organizational factors on innovation adoptions:
Consequences for performance in public sector organizations. Technovation 29:810-818
Although
technical and administrative innovations have received much academic interest in recent years, our
understanding of why some organizations adopt these innovations and others do not is still underdeveloped.
This paper examines organizational and environmental factors that may explain the adoption of innovations
in public sector organizations. Furthermore, how technical and administrative innovations affect firm
performance is also examined. Regarding organizational factors, we analyze strategy and firm size.
Regarding environmental factors, we analyze the effect of uncertainty and market concentration. Hypotheses
are developed and tested using a combination of archival and survey data from the public healthcare sector.
Our results suggest that environmental and organizational factors have inconsistent effects on the adoption
of administrative and technical innovations in public sector organizations. Our findings also show that high
adopters of both types of innovations are more sensitive to environmental factors than organizational factors.
Furthermore, our paper shows that organizations that combine technical and administrative innovations
increase their performance.
Narayanan K, Bhat S (2009) Technology sourcing and its determinants: A study of Basic Chemical industry
in India. Technovation 29:562-573 This paper analyzes inter-firm differences in technology sourcing for
firms drawn from the Basic Chemical industry in India. Technology sourcing refers to the different methods
of acquiring capabilities. The technological sources considered in the study are in-house R&D efforts,
import of embodied technology, and arms-length purchase of designs, drawings, and formulae. The analysis
of technology sourcing reveals that the older, the moderately integrated, and the firms with foreign presence
are investing more rigorously on technological efforts than their counterparts. Higher profitability turns out
to be important for import of technology than for in-house R&D. Though larger firms prefer combination of
technological sources, medium-sized firms have higher propensity to invest on various technological
activities. Further, the paper also analyzes the determinants of one of the major sources of technology,
namely in-house R&D efforts. It appears that import of technology is complementing in-house R&D only
for the subset of firms who are using multiple sources of technology. In line with the earlier studies that have
examined this relationship very generally, for the sample as a whole there seems to be a substitutive
relationship between import of technology and in-house R&D. Firm size and age also emerge significant in
determining R&D intensity.
Nelson B (2009) Marketing Metaphoria: What Deep Metaphors Reveal about the Minds of Consumers.
Journal of Product Innovation Management 26:597-599
Nelson B (2009) Innovation Leaders: How Senior Executives Stimulate, Steer, and Sustain Innovation.
Journal of Product Innovation Management 26:241-243
Newman JL (2009) Building a Creative High-Performance R&D Culture. Research-Technology
Management 52:21-31
A highly effective CREATIVE R&D culture combines Customer-focused, Risktolerant, Entrepreneurial, Alignment with strategy, Technology and scientific excellence, Innovative, Virtual
organization (Collaboration), and Execution elements to consistently drive true product innovation. To
generate this culture, R&D leaders should examine attitudes and values, and eliminate barriers that impede
behaviors based on these characteristics. Constructing the CREATIVE R&D culture involves a change
process of building on inherent strengths and compensating for organizational gaps. This starts with a
foundation of leadership and executes product innovation at the juncture of customer insight, technology and
business alignment powered by risk tolerance and collaboration. This holistic framework has evolved from
the practice of product development and has been applied successfully in various companies and industries.
Neyer AK, Bullinger AC, Moeslein KM (2009) Integrating inside and outside innovators: a sociotechnical
systems perspective. R & D Management 39:410-419
Innovation literature stresses the importance of
opening the innovation process to internal and external innovators. The question of what determines the
integration of these types of innovators in the innovation process remains open. We use a sociotechnical
systems perspective to address a number of challenges with respect to this matter: an organization deploying
different innovation practices to open the innovation process might not be aware which types of innovators
are de facto integrated in its innovation process. Alternatively, an organization targeting the integration of a
particular type of innovator might not use the suitable innovation practices to integrate the knowledge of this
type of innovator. To address these challenges, our comparative case-study analysis in 15 medium-sized
firms derives a theoretical framework proposing that a combined analysis of innovation practices and
underlying social interactions is needed to decide about the integration of a particular type of innovator in
the innovation process. Being aware of these interrelations will allow organizations to act more consciously
when opening their innovation processes.
Norling PM (2009) In Innovation, Is Patience a Virtue? Research-Technology Management 52:18-23
Patience is a virtue, if one is willing to persevere during preparation, planning and execution (program
completion). Impatience is a virtue, if one, reacting to what has been learned in the lab or in the marketplace,
either kills the program or moves forward with a sense of urgency Innovators should use knowledge as the
thoughtful basis for action.
Nuur C, Gustavsson L, Laestadius S (2009) Promoting Regional Innovation Systems in a Global Context.
Industry and Innovation 16:123-139 Ever since the innovation systems (IS) concept was coined in the late
1980s, it has been accepted as a mechanism of economic and technological development in policy circles.
This recognition follows a change in our understanding of the characteristics of the innovation process as a
non-linear process and having a systemic character. This changed understanding is also reflected in the
movement in policy focus from science and technology (ST) policy towards innovation policy. In recent
years, the IS approach has been downscaled from the national level (NIS) to the regional level (RIS), a
system's level that has gained the interest of policy makers. There are many rationales for this
regionalization of innovation policy. However, as this paper points out, there are several challenges to
implement an IS policy on the regional level. Based on a case study of a Swedish regional policy
programme, this paper highlights (some of) the challenges related to defining the regional system's domain,
implementing functional regions and securing sufficient regional knowledge infrastructure. This paper
argues that when the IS approach is put into policy practice and downscaled to the regional level, it stands
the risk of losing its strength as a tool for coping with the structural problems connected to innovation and
globalization. Based on the identified challenges, the paper is concluded with a number of more general
policy implications for IS-based policies with regional intentions.
O'Connor GC (2009) Sustaining Breakthrough Innovation. Research-Technology Management 52:12-14
O'Connor GC, Lodha PR (2009) Denmark Reaches For Innovation Powerhouse Rank. Research-Technology
Management 52:3-5
Oh KY, Cruickshank D, Anderson AR (2009) The adoption of e-trade innovations by Korean small and
medium sized firms. Technovation 29:110-121
The purpose of this study was to explore the adoption of
e-trade innovations by small-medium sized enterprises (SMEs) operating in South Korea. Employing a
modified TAM model, which included the industry environment and convenience factors, we surveyed 164
SMEs to develop a useful refined model of innovation acceptance and continuity of use for international etrade. We found that usefulness of the innovation was predictive of adoption, whilst convenience only
predicted practical use but not continuing use. Moreover, industry variables were powerful predictors.
Although e-trade offers SMEs considerable competitive advantage, it appears that widespread adoption is
contingent upon a mature infrastructure.
Oztaysi B, Baysan S, Akpinar F (2009) Radio frequency identification (RFID) in hospitality. Technovation
29:618-624
The number of radio frequency identification (RFID) applications in different industries
increases continuously. Cumulative sales of RFID tags up to the beginning of 2006 reached 2.4 billion. In
2005 alone, 600 million tags were sold, which presents the trend in RFID allocation. While the initial RFID
application areas were generally industrial, applications like retail sector, supply chain management,
warehouse management, logistics, manufacturing, military applications, and service sector also present a
potential for RFID applications. The aim of this paper is to investigate the possibility of utilizing RFID in
hospitality industry as a tool for improving service quality, customer satisfaction, market share, and
profitability. In this manner, first a service quality literature will be visited and important quality dimensions
will be selected for further analysis. After a brief review on RFID technology, applications, future threats,
and opportunities are given. Finally a hypothetical case study is defined and a scenario is illustrated based on
the common attributes of hotel management operations. Via the analysis of the case study, changes in
business process are exposed and the contributions of RFID-based solutions are discussed according to the
selected service quality dimensions.
Paladino A (2009) Financial Champions and Masters of Innovation: Analyzing the Effects of Balancing
Strategic Orientations. Journal of Product Innovation Management 26:616-626
Theory predicts that
market and resource orientations can each lead to innovation and financial success. Despite this, no research
has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact
of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it
is the first to examine the interdependent relationship between market orientation (MO) and resource
orientation (RO). Additionally, this study responds to calls for (1) cross-disciplinary research, particularly in
the areas of marketing and strategic management, and (2) comparative studies of diverse strategic
orientations on performance. In doing so, this paper investigates the difference in innovation performance
and financial performance between firms adopting a high or low degree of market orientation or a high or
low degree of resource orientation. This allows us to observe independent and interdependent effects of
these orientations on the firm's performance. Data were collected from 250 senior executives in Australia.
Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures
used. A two-way between-groups analysis of variance (ANOVA) was used to evaluate the relationships.
Results show the emergence of four organizational types: unfocused imitators or followers; market-driven
innovators; masters of innovation; and financial champions. From these, financial champions emerge as
having the greatest impact on the financial performance of the firm, while masters of innovation are best for
maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation
and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower
MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to
inferior financial performance. Therefore, a balance of resource and market orientations is important. A
potential extension of this research is to assess these relationships on an industry-by-industry basis. This
would contribute to our knowledge by allowing us to determine if and how these results differ between
industries. Managerial and theoretical implications are also discussed.
Park MHJ, Lim JW, Birnbaum-More PH (2009) The Effect of Multiknowledge Individuals on Performance
in Cross-Functional New Product Development Teams. Journal of Product Innovation Management 26:8696
This study examines the effect of multiknowledge individuals (especially those possessing both
marketing and technological knowledge) on performance in cross-functional new product development
teams. A survey of 62 cross-functional teams shows that the proportion of multiknowledge individuals has
an indirect positive effect through information sharing on product innovativeness and a direct positive effect
on time efficiency of new product development teams.
Parry ME, Song M, de Weerd-Nederhof PC, Visscher K (2009) The Impact of NPD Strategy, Product
Strategy, and NPD Processes on Perceived Cycle Time. Journal of Product Innovation Management 26:627639
Studies of new product development (NPD) have identified a variety of factors that influence cycle
time, but most of these findings are based on case studies of individual firms. The few empirical studies that
have attempted to examine the generalizability of these findings have tended to focus on one set of decisions
(e. g., product strategy decisions) without considering the impact of organizational variables. To address this
gap in the literature, this paper examines the impact on perceived cycle time of six variables that reflect a
business unit's NPD strategy, NPD environment, product strategy, and NPD processes. The study also
examines whether the impact of each of these antecedent variables is independent of the remaining
variables. Contingency theory implies that cycle time performance will reflect the internal consistency of
multiple contingencies and multiple structural characteristics. This implication is tested by evaluating the
incremental explanatory power of two distance variables: one based on a theoretically defined ideal profile;
and a second based on an empirically defined ideal pro. le. This analysis is important, because it permits a
test of the proposition that understanding the pattern of contextual and structural variables adds additional
insight to the understanding of cycle time performance. The analysis, based on data collected from 164
firms, indicates that the development of a formal NPD strategy, the creation of an appropriate climate for
innovation, and the use of cross-functional teams all contributed to improved perceptions of satisfactory
cycle times. It was also found that executives in business units with broad product lines were less likely to
perceive their cycle times as satisfactory. Contrary to expectations, an increasing emphasis on products
involving breakthrough core processes was found to increase perceptions of satisfactory cycle times.
Moreover, the use of heavyweight project managers had no significant impact on cycle time perceptions.
The study also found no evidence to indicate that deviations from either a theoretically or an empirically
defined ideal profile lengthen perceived cycle time.
Patterson ML (2009) Innovation as a System. Research-Technology Management 52:42-51
A
mathematical model of the business system that links innovation of products and services to financial
growth represents both investment and revenue as a series of overlapping waves, thus more directly
capturing the lagged relationship between investment and revenue growth over time. By teasing out some of
the underlying non-obvious relationships, the approach provides important and often counterintuitive
insights into the roles that early learning, staffing decisions, and investments in process improvements and
services can play it? improving the income-to-investment ratio. Executives and managers will be able to
directly correlate many of their actions to results, shedding light into the black box of innovation
effectiveness.
Pekovic S, Galia F (2009) From quality to innovation: Evidence from two French Employer Surveys.
Technovation 29:829-842
In this article we investigate the impact of quality systems on innovation
performance using the method of propensity matching. We use two French microeconomic surveys, the
"Organizational Changes and Computerization" (COI 1997) and the "Community Innovation Survey" (CIS3
1998-2000). The first hypothesis indicating that quality (ISO 9000 certification) impacts positively on
innovation is supported for certain areas of innovation performance. Furthermore, the second hypothesis
states that different levels of quality differentially improve innovation performance. Results indicate that the
innovation performance of firms with Top Quality Level is higher than that of firms with Medium Quality
Level which is also higher than that of firms with Low Quality Level for certain areas of innovation.
However, we found that the difference in innovation performance between firms with Medium and Low
Quality Levels is not of a great magnitude. This study implies that in order to achieve a significant
innovation performance improvement via quality systems, a very well-established quality system is needed
within a firm.
Pereira L, Plonski GA (2009) Shedding light on technological development in Brazil. Technovation 29:451464 We try to shed some light oil the question of wily technology-intensive businesses often fail in lessdeveloped countries and under what circumstances they are likely to be a Success from the perspective of
both domestic and export markets. The answers were drawn from a set of empirical evidences from
Brazilian firms applying photonics technologies. Sonic of the issues faced by them are related to the
question of state versus private initiative, entering traditional versus niche market, and technology transfer
versus product development management. In overall, we concluded that weakness of the institutions and
inadequacy of social and organizational demography play a key role in explaining to a large extent wily
countries differ in technological development and diffusion. In this context, we point out obstacles, which
must be removed in order to make public policies and firm's achievements more efficient.
Perks H, Kahn K, Zhang C (2009) An Empirical Evaluation of R&D-Marketing NPD Integration in Chinese
Firms: The Guanxi Effect. Journal of Product Innovation Management 26:640-651
Research examining
new product development (NPD) practices recognizes the importance of research and development (R&D)marketing integration to performance. Although a plethora of work has been carried out in the R&Dmarketing domain, including Chinese firms, the study of cross-country contexts has relied on country type
as the demarcation to explain country differences. No specific cultural elements inherent in the respective
countries have been examined. In the case of China, this study introduces the cultural more of guanxi. Seen
as an alternative to formal institutionalized interactions, guanxi characterizes the bond between people in
Chinese society. To date, the construct of guanxi has received scant attention in NPD literature. The present
study examines whether guanxi affects the nature of R&D-marketing integration in Chinese firms. This
work is carried out to infer whether specific cultural mores play a role in influencing R&D-marketing
integration versus just recognizing a country context. A quantitative survey-based method was adopted to
address the research objectives. The sample comprised Chinese high-technology (specifically information
technology [IT]) organizations, which were managed by Chinese nationals with headquarters physically
located in China. Many Chinese-based IT companies have indigenous R&D departments and are embarking
on radical and incremental new-to-the-market product development. Pretest qualitative data were collected
through telephone and respondent interviews. The final questionnaire was sent to target senior managers,
resulting in a sample comprising 100 marketing and 100 R&D personnel. Study measures were developed,
and factor analysis was applied to the NPD integration items. Correlation and logistic regression analyses
were employed. The findings identify particular aspects of integration practices between Chinese R&D and
marketing managers that differ from the West in light of the significant effect reflected by the guanxi
construct. The results show that reliance on informal social systems, through guanxi, can act as a significant
support for integration in certain activity areas and that guanxi can influence integration in mid-to late-phase
activities. This study's findings suggest that guanxi can act as a unifying force in underdeveloped processes
(e. g., NPD) and may, paradoxically, reinforce acceptance of formalized structures. It appears that guanxi is
highly utilized to make up for the deficiencies of formal external institutional structures (e. g., regulatory
and legal specifications). These findings suggest that where the basis for guanxi exists, traditional and
culturally derived interpersonal relationships still impact the way people work together. The results of this
research provide new knowledge of how guanxi positively influences the integration of R&D and marketing
departments as well as successful NPD performance. Guanxi may underlie how R&D-marketing integration
is facilitated in China. The study's findings provide a finer understanding of why Chinese firms may reflect
different R&D-marketing integration practices. Managerial and research implications are presented in the
paper.
Poskela J, Martinsuo M (2009) Management Control and Strategic Renewal in the Front End of Innovation.
Journal of Product Innovation Management 26:671-684
Should management control the front end of
innovation in companies, and, if so, how? This paper examines the use of management control in the front
end of innovation, how the different mechanisms of control are associated with generating strategic renewal,
and what the moderating effect of technology and market uncertainty is. The front end of innovation has
been characterized as highly uncertain and creative, thereby requiring high levels of freedom and
independence for those executing front-end activities. However, a certain amount of control appears
necessary to secure the effective use of resources and the achievement of the company's long-term
objectives. The current findings of management control and its influence on performance in new product
development context in general are conflicting. While many authors argue that behavioral control kills
creativity, some others emphasize advantages of improved communication and coordination created by
process formalization. Some authors stress the importance of setting specific and challenging strategic goals
for development work, but some papers indicate that this inhibits creativity and learning. One challenge of
interpreting the conflicting results of existing management control research in new product development
context is that most studies treat the front-end phase simultaneously with product development projects,
thereby averaging the totally different characteristics of these two innovation phases. Studies that would
have investigated management control in the front end of innovation are still scarce. This study develops a
framework for management control in the front end of innovation and tests hypotheses on the relationship
between different control mechanisms and achieving strategic renewal. The role of technology and market
uncertainty as potential moderators of this relationship is investigated. Management control is covered
through seven constructs: input control; front-end process formalization; outcome-based rewarding; strategic
vision; informal communication; participative planning; and intrinsic task motivation. Strategic renewal is
used as a front-end performance indicator. Data from the front-end phase of 133 new product development
projects from different large and medium-sized companies were collected and analyzed. A factor model was
used to test the validity of the management control framework, and a moderated regression analysis was
used for hypothesis testing. The results show that input control is positively associated with achieving
strategic renewal in the front-end phase. The results also confirm the importance of intrinsic task motivation
of the front-end group. Under high technology uncertainty, the use of outcome-based rewarding or front-end
process formalization has a negative influence on strategic renewal.
Post C, De Lia E, DiTomaso N, Tirpak TM, Borwankar R (2009) Capitalizing on Thought Diversity for
Innovation. Research-Technology Management 52:14-25
The multiple and often contradictory team
dynamics that arise in diverse teams present organizations with major challenges. For example, while a team
functional diversity can help produce innovation, it also leads to detrimental team dynamics. This study of
28 innovation teams found that strategies to foster a team innovation include increasing its functional
diversity reducing the team tendency to think sequentially and increasing its tendency to engage in
connective thinking. Team members should be encouraged to learn from each other and to voice divergent
opinions. They should also be cautioned about relying on a single, shared mindset if they want to be better
prepared to innovate and to achieve breakthrough innovation.
Potts J (2009) Creative industries & Innovation policy INTRODUCTION. Innovation-Management Policy
& Practice 11:138-147
Potts J (2009) The innovation deficit in public services: The curious problem of too much efficiency and not
enough waste and failure. Innovation-Management Policy & Practice 11:34-43
It has long been
recognized that government and public sector services suffer an innovation deficit compared to private or
market-based services. This paper argues that this can be explained as an unintended consequence of the
concerted public sector drive toward the elimination of waste through efficiency, accountability and
transparency. Yet in an evolving economy this can be a false efficiency, as it also eliminates the 'good waste'
that is a necessary cost of experimentation. This results in a systematic trade-off in the public sector between
the static efficiency of minimizing the misuse of public resources and the dynamic efficiency of
experimentation. This is inherently biased against risk and uncertainty and, therein, explains why
governments find service innovation so difficult. In the drive to eliminate static inefficiencies, many political
systems have subsequently overshot and stifled policy innovation. I propose, instead, the 'Red Queen'
solution of adaptive economic policy.
Qiu TJ, Qualls W, Bohlmann J, Rupp DE (2009) The Effect of Interactional Fairness on the Performance of
Cross-Functional Product Development Teams: A Multilevel Mediated Model. Journal of Product
Innovation Management 26:173-187
Cross-functional product development teams (CFPDTs) are
receiving increasing attention as a fundamental mechanism for achieving greater interfunctional integration
in the product development process. However, little is known about how team members' interactional
fairness perception-fairness perception based on the quality of interpersonal treatment received from the
project manager during the new product development process-affects cross-functional communication and
the performance of CFPDTs. This study examines the effects of interactional fairness on both team
members' performance and team performance as a whole. It was predicted that interactional fairness in
CFPDTs would significantly affect team members' task performance, both task-and person-focused
interpersonal citizenship behaviors, as well as team performance. Additionally, commitment would partially
mediate the effects of interactional fairness on these performance outcomes. Analyzing survey responses
from two student samples of CFPDTs with hierarchical linear modeling techniques, it was demonstrated that
team members' task performance, interpersonal citizenship behavior, and team performance are enhanced
when team members are dedicated to both the team and the project, and such dedication is fostered when
project managers are fair to team members in an interpersonal way.
Raasch C, Herstatt C, Balka K (2009) On the open design of tangible goods. R & D Management 39:382393
Open source software development has received considerable scholarly attention, much of which is
based on the presumption that the 'open source model' holds some lessons of broader applicability.
Nonetheless, our knowledge of its deployment outside the software industry is very limited. This paper
focuses on the open source development of tangible objects, the so-called open design. We propose a
generalised definition of open source development. Drawing on 27 exploratory interviews and six
comparative case studies selected from a pool of more than 75 projects, we analyse the workings of open
design. The analysis reveals that open design is already being implemented in a substantial variety of
projects with different organisational and institutional structures.
Radas S, Bozic L (2009) The antecedents of SME innovativeness in an emerging transition economy.
Technovation 29:438-450
Understanding forces that contribute to the success of small and medium
enterprises (SMEs) is very important, as these enterprises are vital for both developed and developing
economies. Since innovativeness is among the most important means through which such businesses
contribute to economic growth, numerous research studies were conducted to determine which factors
positively impact SME's innovative efforts. This is an even more important issue for developing economies,
where SMEs are often faced with inadequate infrastructure. Since there is a lack of studies on SME
innovation in developing economies, often policy in such countries is based oil findings from developed
countries. In this paper. we explore factors that drive innovation activities in SMEs in a small emerging
transition economy (Croatia), and compare it with findings from developed economies. In addition to factors
used in most previous Studies, we consider market scope, firm's market orientation and presence of
strategic, managerial and marketing changes. We find that most factors that were found to be important in
developed economies are important in developing economics as well. In addition to that, market scope was
discovered to be a very important factor in both product and process innovation. Implementing corporate
changes has positive impact oil radical product innovation while implementing new organizational structures
has positive effect on incremental innovation. When investigating determinants of product innovation, we
distinguish new products of low novelty from new products of high novelty, and show that they need to be
supported by different policies. To gain additional insight in innovation efforts, we examine obstacles to
innovation. We find that firms that report facing obstacles are not less likely to innovate less, which suggests
that innovators are able to work around obstacles without damaging effects to innovation. This Study is
based on a postal survey of 448 SMEs in Croatia, which was performed in 2004.
Radeka K (2009) Extreme Toyota: Radical Contradictions that Drive Success at the World's Best
Manufacturer. Journal of Product Innovation Management 26:356-358
Radosevic S, Myrzakhmet M (2009) Between vision and reality: Promoting innovation through technoparks
in an emerging economy. Technovation 29:645-656
The paper analyses the role of technoparks as
instruments of innovation promotion in Kazakhstan using data from a firm survey and interviews. It explores
three specific issues: first, the overall effectiveness of technoparks in promoting innovation development in
Kazakhstan, second, the underlying innovation model in Kazakhstan technoparks, and third, whether
technoparks can compensate for missing elements in the technology-based infrastructure and environment.
Our conclusions are that technopark firms are no more innovative than other firms. They are oriented largely
towards the local market, and operate in traditional sectors: the frequency and intensity of their external
links are more developed than are their internal links. The key motivations for relocating to a technopark
seem to be lower rents and the possibility of accessing finance. Overall, Kazakh technoparks seem to be
successful in terms of facilitating business incubation, but much less so in terms of innovation promotion
and diversification of the economy. Focusing on technoparks as the main mechanism to diversify the
economy seems to be an ineffective and uncertain policy option at this stage of the country's economic
development. However, there seems to be significant scope for supporting business incubation. The
conclusions of this study are of relevance to other emerging economies.
Rafferty B (2009) Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management
System. Journal of Product Innovation Management 26:243-244
Randles S, Throne-Holst H (2009) Nanoethics: The Ethical and Social Implications of Nanotechnology. R &
D Management 39:109-110
Ratten V (2009) Tuned In: Uncover the Extraordinary Opportunities that Lead to Business Breakthroughs.
Journal of Product Innovation Management 26:469-470
Riccaboni M, Moliterni R (2009) Managing technological transitions through R&D alliances. R & D
Management 39:124-135 Technological and market transitions are difficult to manage, and collaborations
can be viewed as either resources or constraints in dynamic settings. In the biopharmaceutical industry, a
paradigmatic shift in the relevant knowledge bases occurred in the mid-1990s, inducing a structural change
in the network of R&D collaborations. Search and relational strategies oriented toward exploration versus
exploitation have prevailed in different phases of the network evolution. Therefore, biotechnology firms
have experienced overwhelming difficulties in reorienting their learning strategies throughout paradigmatic
shifts and ambidextrous organizations have been able to attain superior performances in terms of stability
and centralization in the R&D network.
Rijsdijk SA, Hultink EJ (2009) How Today's Consumers Perceive Tomorrow's Smart Products. Journal of
Product Innovation Management 26:24-42
This paper investigates consumer responses to new smart
products. Due to the application of information technology, smart products are able to collect, process, and
produce information and can be described as "thinking" for themselves. In this study, 184 consumers
respond to smart products that are characterized by two different combinations of smartness dimensions.
One group of products shows the smartness dimensions of autonomy, adaptability, and reactivity. Another
group of smart products are multifunctional and able to cooperate with other products. Consumer responses
to these smart products are measured in terms of the innovation attributes of relative advantage,
compatibility, observability, complexity, and perceived risk. The study shows that products with higher
levels of smartness are perceived to have both advantages and disadvantages. Higher levels of product
smartness are mainly associated with higher levels of observability and perceived risk. The effects of
product smartness on relative advantage, compatibility, and complexity vary across product smartness
dimensions and across product categories. For example, higher levels of product autonomy are perceived as
increasingly advantageous whereas a high level of multifunctionality is perceived disadvantageous. The
paper discusses the advantages and pitfalls for each of the five product smartness dimensions and their
implications for new product development and concludes with a discussion of the limitations of the study
and suggestions for further research.
Ritala P, Hurmelinna-Laukkanen P (2009) What's in it for me? Creating and appropriating value in
innovation-related coopetition. Technovation 29:819-828
There has been a substantial increase in
collaboration with external stakeholders in R&D and innovation activities in modern economies. In
particular, collaborating with competitors (coopetition) has been found to be an effective way of creating
both incremental and radical innovations, especially in high-tech industries. However, coopetition also
includes some major risks and disadvantages, which makes it undesirable in certain cases. The focus in this
study is on the factors that distinguish coopetition from collaboration. We propose that the ability of a firm
to reap benefits in innovation-related coopetition is contingent on factors that enable collective value
creation, and on those that facilitate the individual isolation of the innovations and any subsequent profits.
Further, we suggest that the effectiveness of these factors depends on the novelty of the innovation with
respect to current markets and technology. In explicitly analyzing such issues we aim to expand current
understanding of how firms can create and appropriate value in collaborative R&D and innovation with
competitors as specific partners.
Rohrbeck R, Holzle K, Gemunden HG (2009) Opening up for competitive advantage - How Deutsche
Telekom creates an open innovation ecosystem. R & D Management 39:420-430
When, on 21st
September 2006, 'The Economist' compared incumbent telecommunication operators with dinosaurs that
could soon face extinction, most readers were ready to agree. The mixture of declining revenues and fierce
competition was believed to shake the market and soon to dethrone former national champions. However,
there are ways to fight that extinction and one way is to open up for competitive advantage. This paper
reflects on a case study at Deutsche Telekom, the German national telecommunication operator. The aim of
this study is to analyse to what extent the open innovation paradigm has been embraced inside this now
multinational company. Using empirical evidence from 15 in-depth interviews, we identify 11 open
innovation instruments and detail their value contribution. We can show that Deutsche Telekom has
successfully enhanced its innovation capacity by opening up its traditional development process and
embracing external creativity and knowledge resources.
Rollof J (2009) Creative meetings. Innovation-Management Policy & Practice 11:357-372
This article
presents results from 23 structured interviews focused on creative meetings (a crucial part of the definition
being that something new is created in the meeting, through interaction between people). The interviewees
represented many different fields of industry and academia, and together many hundred years of experience
of meetings. Six main perspectives pertaining to creative processes were discussed: dynamics and social
interaction, leadership, actions and results, technical equipment, diversity and language, and size of
meetings. The interviewees were asked to relate their personal experiences, and the study is therefore
qualitative and retrospective. Opinions were similar for some factors, including the central role of trust and
optimal size of creative meetings (6-10 people). Views differed considerably for other factors; for example
on the impact of diversity on the creative process, and whether creative meetings happen by chance or by
planning and deliberation. For many topics, both positive and negative aspects were mentioned; for
example, the influence of diversity and language on creative processes.
Sainio LM, Marjakoski E (2009) The logic of revenue logic? Strategic and operational levels of pricing in
the context of software business. Technovation 29:368-378
The purpose of this study is to examine the
relationship between pricing and business strategy in the software industry. The interplay between revenue
logic, revenue model, and business-model concepts is investigated. Revenue-logic analysis consists of
evaluating software industry-level determinants and exploring alternative pricing principles and revenue
models affecting revenue generation. The qualitative analysis is based on 23 interviews with Finnish
software company representatives, and the results indicate that strategic and operational levels of pricing are
strongly intertwined.
Sakata J, Suzuki K, Hosoya J (2009) The analysis of research and development efficiency in Japanese
companies in the field of fuel cells using patent data. R & D Management 39:291-304 Using patent data, a
new quantitative analytical method categorizes the degree of integration of leading edge technologies in
order to examine the current research & development (R&D) status and strategies of companies focusing in
the fuel battery field, an area showing great potential as an alternative to fossil fuels. Specifically, this paper
presents three types of categorization reflecting the International Patent Classification (IPC) of patent data,
and introduces the concept of 'innovation positions', which is based on this categorization. Application
purposes can be different between various industrial sectors, even within the same technological field;
therefore, the progress status of R&D varies and that fact is reflected in innovation positions. Additionally,
this paper makes clear that innovation positions reflect differences in companies' core competences, even in
the same industry. Furthermore, by conducting an analysis based on F-terms, it has been shown that
dissimilarities exist in the focus of companies in the technological development of elements, even for those
with identical innovation positions. This analytical method provides an original approach to comprehend
technological linkages and innovation.
Salmeron JL (2009) Supporting Decision Makers with Fuzzy Cognitive Maps. Research-Technology
Management 52:53-59 Fuzzy Cognitive Maps are fuzzy graph structures that represent causal reasoning.
This article proposes a means of building and using such maps to support the managers as well as analysts of
R&D portfolios by making prediction comparisons between the research projects under evaluation. The
proposal considers the factors within the decision environment and their relationships. With this
methodology it becomes possible for analysts to automate (or support, at least) their decision processes.
Sambasivan M, Abdul M, Yusop Y (2009) Impact of personal qualities and management skills of
entrepreneurs on venture performance in Malaysia: Opportunity recognition skills as a mediating factor.
Technovation 29:798-805
This research studied the role of personal qualities, management skills, and
opportunity recognition skills of entrepreneurs in influencing the venture performance. In this research,
personal qualities and management skills were combined into a single construct, qualities-skills.
Specifically, this research explored and argued the role of opportunity recognition skills as a mediator
between qualities-skills and three measures of venture performance. Additionally, the research addressed the
specific components of opportunity recognition skills that had the mediating effect. The study was carried
out in Malaysia, a fast developing country in South-East Asia. A questionnaire was designed and sent to
1275 small and medium enterprises (SMEs). The results indicated the following: (1) opportunity recognition
skills acted as a "pure" mediator, (2) opportunity recognition skills influenced the venture performance, (3)
alertness mediated the relationship between personal qualities and venture performance, and (4) alertness
and prior knowledge mediated the relationship between management skills and venture performance. Sales
volume, sales growth, and stability in profit were used as measures of venture performance.
Sarin S (2009) Taking Stock and Looking Ahead: An Introduction to the Special Issue on New Product
Development Teams. Journal of Product Innovation Management 26:117-122
Sarin S, O'Connor GC (2009) First among Equals: The Effect of Team Leader Characteristics on the Internal
Dynamics of Cross-Functional Product Development Teams. Journal of Product Innovation Management
26:188-205 Drawing on the path-goal theory of leadership, the present study examines the effect of team
leader characteristics on an array of conflict resolution behavior, collaboration, and communication patterns
of cross-functional new product development (NPD) teams. A hierarchical linear model analysis based on a
survey of 246 members from 64 NPD teams suggests that participative management style and initiation of
goal structure by the team leader exert the strongest influence on internal team dynamics. Both these
leadership characteristics had a positive effect on functional conflict resolution, collaboration, and
communication quality within the NPD team while discouraging dysfunctional conflict resolution and
formal communications. Comparatively, team leader's consideration, initiation of process structure, and
position had a surprisingly weak effect on internal team dynamics. Further, the findings underscore the
differential effects on various dimensions of team dynamics, the importance of controlling for project and
team characteristics, and the use of multilevel modeling for studying nested phenomena related to NPD
teams. Implications of these findings are discussed.
Scaglione M, Schegg R, Murphy J (2009) Website adoption and sales performance in Valais' hospitality
industry. Technovation 29:625-631
An analysis of 147 Valaisan hotels' monthly revenue between 1992
and 2003 indicated that website adoption related positively to a performance indicator-Revenue per
Available Room or RevPAR. That is, the RevPAR of hotels was higher after adoption than before and hotels
with no web presence showed a negative trend in revenues. Furthermore, revenue growth rates were stronger
for hotels with their own website than for hotels with a web presence via regional portals. These patterns
suggest that Internet technologies have a positive impact on hotel performance, perhaps via improved
marketing and distribution.
Schettino F, Sterlacchini A (2009) Reaping the Benefits of Patenting Activities: Does the Size of Patentees
Matter? Industry and Innovation 16:613-633
This paper is based upon a survey on a regional sample of
Italian inventors who, between 1991 and 2005, were named in patent applications filed at the European
Patent Office. Their features and patenting activities are examined in relation to the size of their
organizations. Compared to those from medium and large companies, the inventors working in small firms
are less productive in terms of patent applications. However, according to different indicators, it emerges
that there is no difference in the average quality of patented inventions of the two groups. Nevertheless, onethird of small applicants evaluates negatively its patenting experience, while this is true for only a tiny
fraction of larger patentees. On the basis of further interviews, we find that these assessments are
particularly influenced by the different capacity to enforce patent rights.
Schmidt JB, Sarangee KR, Montoya MM (2009) Exploring New Product Development Project Review
Practices. Journal of Product Innovation Management 26:520-535
Most organizations use new product
development (NPD) processes that consist of activities and review points. Activities basically solve
problems and gather and produce information about the viability of successfully completing the project.
Interspersed between the development activities are review points where project information is reviewed and
a decision is made to either go on to the next stage of the process, stop it prior to completion, or hold it until
more information is gathered and a better decision can be made. The review points are for controlling risk,
prioritizing projects, and allocating resources, and the review team typically is cross-disciplinary,
comprising senior managers from marketing, finance, research and development (R&D), or manufacturing.
Over the past four decades, research has greatly advanced knowledge with respect to NPD activities;
however, much less is known about review practices. For this reason, the present paper reports findings of a
study on NPD project review practices from 425 Product Development & Management Association
(PDMA) members. The focus is on three decision points in the NPD process common across organizations
(i.e., initial screen, prior to development and testing, and prior to commercialization). In this paper, the
number of (1) review points used, (2) review criteria, (3) decision makers on review committees and the
proficiency with which various evaluation criteria are used are compared across incremental and radical
projects and across functional areas (i.e., marketing, technical, financial). Furthermore, the associations
between these NPD review practices and new product performance are examined. Selected results show that
more review points are used for radical NPD projects than incremental ones, and this is related to a
relatively lower rate of survival for radical projects. The findings also show that the number of criteria used
to evaluate NPD projects increases as NPD projects progress and that the number of review team members
grows over the stages, too. Surprisingly, the results reveal that more criteria are used to evaluate incremental
NPD projects than radical ones. As expected, managers appear to more proficiently use evaluation criteria
when making project continuation/termination decisions for incremental projects; they use these criteria less
proficiently during the development of radical projects, precisely when proficiency is most critical. At each
review point, technical criteria were found to be the most frequently used type for incremental projects, and
financial criteria were the most commonly used type for radical ones. Importantly, only review proficiency
is significantly associated with performance; the number of review points, review team size, and number of
review criteria are not associated with new product performance. Furthermore, only the coefficient for
proficiently using marketing criteria was significantly related to new product program performance; the
proficiency of using financial and technical information has no association with performance. Finally, across
the three focal review points of the NPD process in this study, only the coefficient for proficiency at the first
review point, (i.e., the initial screen) is significantly greater than zero. The results are discussed with respect
to research and managerial practice, and future research directions are offered.
Schmidt RS (2009) NASA pressure-relieving foam technology is keeping the leading innerspring mattress
firms awake at night. Technovation 29:181-191
The over $6 billion US wholesale mattress market is
driven mostly by metal innerspring technology originally innovated by blacksmiths in the 1800s. New
bedding market entrant Tempur-Pedic continues to enjoy phenomenal growth and the industry's best profit
margins founded on viscoelastic foam technology innovated by NASA. Visco mattress innovations are
clearly disrupting the mattress industry as evidenced by several management, market, and financial metrics.
However, visco mattress innovations cannot be classified as a disruptive innovation (DI) because the
popularized term as commonly accepted and practiced requires that a DI cannot be used by mainstream
users. Visco mattress innovations can be used by mainstream mattress users. Technology management
researchers and practitioners may miss significant opportunities by rejecting potential innovations that
would disrupt incumbent competitors and markets because they do not fit their current conceptual
requirements for DIs such as that they cannot be used by mainstream users. Therefore, for this essay, a visco
mattress innovation is characterized as a radical-disruptive innovation (RDI) with most characteristics of
both radical and disruptive innovations in that it: (1) uniquely delivers new customer-demanded benefits
useful even to mainstream users, (2) requires new organizational core competencies relative to the
incumbent firms, and (3) disrupts the business models and markets of incumbent firms. This essay explores
some of the management/organizational behaviors and market dynamics associated with the continuing
disruption of the mattress industry by visco foam mattress RDIs. In addition, this essay briefly explores the
managerial and financial constraints that LBO owners place on their firms that: help to allow a new firm
with an RDI to enter the incumbent market and successfully compete, as well as mitigate the success of the
new market entrant, both as the result of low organizational/financial slack. In conclusion, it is expected that
Tempur-Pedic will continue to outperform innerspring incumbents by executing their current successful
business model based on viscoelastic foam RDIs, albeit at slower rates. Also, it is expected that visco foam
RDIs will become ubiquitous in the bedding and other industries, particularly in the high margin healthcare
and sports industries, which is beneficial to all.
Sethi R, Sethi A (2009) Can Quality-Oriented Firms Develop Innovative New Products? Journal of Product
Innovation Management 26:206-221
Research suggests that a strong focus on quality improvement can
adversely affect exploration and thus the development of innovative new products. The focus on quality
improvement including total quality management (TQM) has been termed quality orientation. The literature
suggests that one way to reduce the adverse effect of a quality orientation on innovativeness is to adopt
ambidextrous or dual organizational forms. However, dual organizational forms are cumbersome and
expensive to implement. This paper argues that a less demanding structural arrangement for developing
innovative products in quality-oriented organizations involves the creation of cross-functional teams that are
explicitly encouraged to take risk and granted autonomy. In this model, the two dimensions of
innovativeness-namely, novelty and appropriateness-are treated separately because quality orientation and
encouragement to take risk can have differential effects on these two dimensions. A survey of 141 new
product development projects reveals that quality orientation does not adversely affect product novelty in
cross-functional product development teams. However, encouragement given to cross-functional teams to
take risk leads to more novel products. On the other hand, while a quality orientation improves product
appropriateness, encouragement to take risk affects it adversely. Quality orientation is able to mitigate the
adverse effect of encouragement to take risk on appropriateness. But encouragement to take risk does not
influence the relationship between a quality orientation and novelty. Autonomy improves the positive effect
of encouragement to take risk on new product novelty but does not influence the effect of a quality
orientation on novelty. Both novelty and appropriateness enhance a new product's performance, and both
these dimensions of innovativeness partially mediate the effect of quality orientation and fully mediate the
effect of encouragement to take risk on new product performance.
Shearmur R, Doloreux D (2009) Place, Space and Distance: Towards a Geography of Knowledge-Intensive
Business Services Innovation. Industry and Innovation 16:79-102
Much has been written about the link
between local networks and institutions, about place and territory, and the capacity to innovate. In this paper
we set out to answer two questions, based upon a survey of 1,122 knowledge-intensive business service
(KIBS) firms in the province of Quebec, Canada. First, do KIBS firms in different regions display different
propensities to innovate? If so, this will be taken as prima facie evidence that there is some connection
between local context and innovation. Second, can any regional level explanatory variables be found to
explain the different levels of regional innovation? We find evidence that geographic patterns of innovation
exist amongst KIBS firms in Quebec, although they are not those expected if there were a connection
between local territory and innovation. We find that innovation first decreases with distance from the core of
metropolitan areas, then, after 30-50km, begins to increase again, though this pattern is not the same for all
sub-sectors. This pattern is in keeping with recent theoretically derived expectations relating to the
geography of innovation.
Shelton R (2009) Integrating Product and Service Innovation. Research-Technology Management 52:38-44
Product innovation alone does not produce suffficient or sustained competitive advantage and growth.
Increasingly, industry leaders-such as HP, Apple, Rolls-Royce, TomTom, and GE-are complementing their
product of offerings with service innovations to create solutions that generate greater customer value,
improve brand preference, and create greater cross-selling opportunities. There are four stages of service
management maturity: Product-Centric Manufacturer, As-Needed Service Provider, Full-Line Service
Expert, and Integrated Solutions Provider Each stage adds higher levels of service, provides more
sophisticated solution offerings, and generates more attractive margins. Moving to these higher stages of
maturity requires expanding your value proposition beyond existing products to provide customers with
solutions that include integrated products and set-vices. You also need to fuse technology and business
model innovation by organizing and leveraging the appropriate resources. Finally, you need to develop
robust partnerships to support the enhanced value proposition.
Sherif MH (2009) Introduction to the special issue on technology management in the service economy.
Technovation 29:325-326
Shin N, Kraemer KL, Dedrick J (2009) R&D, Value Chain Location and Firm Performance in the Global
Electronics Industry. Industry and Innovation 16:315-330
In today's global electronics industry,
innovation is carried out by various value chain participants, including brand-name manufacturers
(sometimes called lead firms), contract manufacturers and component suppliers, but there is little
understanding of who benefits most from innovation in such networks. This research examines empirically
the relationship of R&D spending and location in the value chain (lead vs. non-lead firms) to firm
performance in the global electronics industry by using the Electronic Business 300 data set for 2000-2005.
Our results show that firms spending more on R&D have higher gross profits, but do not have higher return
on equity (ROE) and return on assets (ROA). There is a strong positive relationship between lead firms and
performance as measured by gross profit, ROE and ROA, but the relationship between lead firms and gross
profit becomes insignificant when the interaction term of R&D and lead firm is included in the analysis.
Finally, lead firm status has a positive interaction effect on the relationship between R&D and gross profit.
These findings suggest that the relationship of R&D to performance is mixed, but that lead firms can capture
higher value (gross profit) from R&D than contract manufacturers and component suppliers.
Sill IM (2009) What I Learned About Hiring Top Technical Talent. Research-Technology Management
52:60-61
The ability to recruit exceptionally talented and capable management leaders is possibly the
purest form of exceptional entrepreneurship and the key to organizational success. The correlation between
today's most successful technology companies and their executive team is clearly the founder's ability to hire
world-class leadership and management. Here are ten lessons 1 learned during 11 years consulting and
recruiting for Larry Ellison, co-founder and chairman of Oracle Corporation, and several of the gifted
entrepreneurs and CEOs spawned by "the house that Larry built." The post-Oracle successes of people like
Tom Siebel, founder and chairman of Siebel Systems, Marc Benioff, Salesforce.com founder and chairman,
Bernard Liautaud, founder of Business Objects (SAP), and Marten Mickos, CEO of start-up MySQL, are a
tribute to Ellison's recognition that Oracle's success was tied directly to the quality, intellect and
ferociousness of its leadership. Up until 1992 every leadership role at Oracle required his personal hiring
review and endorsement.
Silvestre BD, Dalcol PRT (2009) Geographical proximity and innovation: Evidences from the Campos
Basin oil & gas industrial agglomeration-Brazil. Technovation 29:546-561 This paper analyzes the results
of an empirical study involving 10 firms located in the Campos Basin oil & gas industrial agglomeration in
Brazil. Within the last 20 years. this region has emerged from limited oil & gas competencies to a leading
center for deep and ultra-deep offshore exploration and production capabilities, resulting in Brazilian energy
self-sufficiency. Firms operate under intense technological dynamism, providing technologically complex
goods and services to major oilfield operators in that region. Firms analyzed included wellhead equipment
suppliers ('wet christmas trees'), well service suppliers (well technology) and the highly influential national
oil company, Petrobras. The analysis uses elements from the clusters and innovation systems approaches.
The aim of this work is to determine the formation process and the actual characterization of the
agglomeration and understand, from the perspective of the knowledge system and firms' technological
approaches, how technological changes are implemented in the Campos Basin agglomeration and the origins
of such changes. As a secondary objective, this study attempts to verify whether geographical proximity is a
factor that favors innovation by the firms within the agglomeration. Results indicate the existence of a group
of firms in which geographical proximity has a positive influence on innovative activities.
Singarayar T (2009) Erosion of R&D's Value. Research-Technology Management 52:20-30 The ability of
internal R&D to contribute to a company revenue growth is weakened by the presence of conditions termed.
R&D Value Eroders (TM). These conditions erode the relevance of R&D to the organization and its
influence in getting resources and shaping strategic decisions. They are frequently invisible and unmanagedeither because they become obvious only after one knows what to look for or because they are accepted as a
reality of the times. Eliminating a Value Eroder can dramatically improve R&D contributions and unlock
powerful new patterns of thinking and acting in the entire organization. When the new patterns become
routine and repeatable, the Value Eroder is transformed into a Value Accelerator (TM)-a powerful new
strategy, backed by assets and tactics that build competitive advantage. This paper presents a framework to
evaluate which Value Eroders are eroding R&D value the most and should be eliminated, and which would
create the most new value if converted into Value Accelerators.
Slowinski G, Hummel E, Gupta A, Gilmont ER (2009) Effective Practices for Sourcing Innovation.
Research-Technology Management 52:27-34
OVERVIEW: Even large firms cannot mobilize all the
ideas, technology, business expertise, and market channels they need to deliver breakthrough products. A
new model is rapidly emerging in which firms collaborate with other world-class organizations an open
model to jointly develop the next generation of goods and services. From interviews with managers who are
responsible for the external technology efforts at 12 leading firms, innovation-sourcing practices were
identified in three key areas: 1) linking external innovation to strategy, 2) defining what the firms wants to
access externally, and 3) leading cultural change. These practices range from working with suppliers to
applying the "Want, Find, Get, Manage "model.
Smith D (2009) Unleashing Innovation-How Whirlpool Transformed an Industry. Research-Technology
Management 52:70-70
Smith R (2009) Authenticity: What Consumers Really Want. Journal of Product Innovation Management
26:355-356
Smith R (2009) Computing in the Cloud. Research-Technology Management 52:65-68
Smith R (2009) R&D in the Financial Crisis. Research-Technology Management 52:9-11
Smith R (2009) Supercomputing on Your Desktop. Research-Technology Management 52:9-12
Sneed KA, Johnson DKN (2009) Selling ideas: the determinants of patent value in an auction environment.
R & D Management 39:87-94
Although previous empirical studies have found relationships between
patent characteristics and value, none have determined how specific attributes relate to auction value or even
the probability of a successful auction sale. Using a Heckman two-step model, we regress 13 independent
variables against unique patent auction data, finding that publicly owned and frequently referenced patents
are more valuable, and that other things being equal, there is an optimal time to offer a patent up for auction.
Song M, Parry ME (2009) Information, Promotion, and the Adoption of Innovative Consumer Durables.
Journal of Product Innovation Management 26:441-454
The diffusion of innovative new products is
critically dependent on the transmission of relevant information to potential adopters. Existing research
indicates that the relative effectiveness of different communication tools depends on the type of information
being communicated. Written and verbal communication tools can be effective when consumers make
adoption decisions based on search attributes. However, when adoption depends on experience attributes,
marketers must find ways to effectively expose consumers to these attributes. In this paper the authors
explore the effectiveness of promotional incentives in motivating consumers to engage in behaviors that
should increase their understanding of an innovation's experience attributes. To the authors' knowledge, the
research described here is the first published study of the relative effectiveness of different promotional
vehicles in stimulating adoption of a consumer durable. The empirical analysis is based on data collected in
a real-world experiment involving 614 households. Just over half of these households received a free DVD
movie disc as an incentive to participate in the study. The authors assigned the participating households to
four treatment groups of 100 households each and a control group of 214 households. The households in the
treatment groups received one of four promotional offers that featured some form of a $50 monetary
incentive. These promotional offers differed in the degree to which they encouraged behavior that exposed
consumers to the experience attributes of a DVD player. After one month the authors surveyed these
households again to determine how many purchased a DVD player in the preceding month. An analysis of
this experimental data reveals that all four monetary promotions significantly enhanced the probability of
adoption. In particular, the average adoption rate among the households receiving one of the monetary
incentives was 41%. In contrast, none of the households in the control group reported purchasing a DVD
player. Promotions that paid consumers for specific behaviors that precede purchase were no less effective
than a coupon that reduces the purchase price by an equivalent amount. In addition, promotions that directly
exposed consumers to experience attributes were more effective than promotions that simply provided
consumers with the opportunity to learn about experience attributes. Finally, the gift of a free
complementary product ( a DVD movie) enhanced the effectiveness of three of the four monetary
promotions. The authors close with a discussion of managerial implications and directions for future search.
Song M, Parry ME, Kawakami T (2009) Incorporating Network Externalities into the Technology
Acceptance Model. Journal of Product Innovation Management 26:291-307
Research on network
externalities has identified a number of product categories in which the market performance of an innovation
(e.g., unit sales and revenues) is an increasing function of that innovation's installed base and the availability
of complementary products. Innovation scholars have attributed these findings to the positive impact of
network externality variables on consumer perceptions of innovation attributes. This paper provides the first
empirical examination of these perceptual linkages by extending the Technology Acceptance Model to
include consumer perceptions of network externality variables. The authors hypothesize that, when direct
and indirect network externalities exist, consumer purchase intentions and consumer perceptions of an
innovation's usefulness and ease of use will positively reflect perceptions of installed base size and the
availability of complementary products. To test this reasoning, the authors developed new measures of
consumer perceptions of network externality variables. These measures were incorporated into a survey that
explored the attitudes in Japan of potential adopters toward digital music (DM) players at an early stage in
the product life cycle. Findings reveal a direct positive relationship between ease of use and the perceived
availability of digital music. The authors also find positive and significant relationships between both
purchase intention and perceived usefulness and (1) the perceived size of the DM player installed base and
(2) the perceived availability of digital music. An application of the Baron-Kenny test for mediating
variables reveals that (1) ease of use partially mediates the relationship between the perceived availability of
digital music and perceived usefulness and (2) perceived usefulness partially mediates the relationship
between the perceived availability of digital music and purchase intention. The research has important
implications for future research on new product adoption and for the management of innovations that
involve network externalities. The conceptual model provides a framework for testing alternative
explanations of observed variations in the impact of network externalities within and across product
categories. The empirical analysis provides guidance for managers who wish to manage the impact of
network externalities on adoption. In addition to stimulating the size of the installed base and the variety of
complementary products, executives must also manage consumer awareness of network externality variables
and consumer understanding of the relationship between those variables and innovation attributes. Finally,
traditional adoption models link consumer adoption decisions to perceptions of innovation attributes. The
findings provided here imply that predictive accuracy of these models can be improved by including
consumer perceptions of network externality variables.
Song M, Thieme J (2009) The Role of Suppliers in Market Intelligence Gathering for Radical and
Incremental Innovation. Journal of Product Innovation Management 26:43-57
Drawing on transaction
cost economics theory, this study addresses the following research questions: (1) Does supplier involvement
in market intelligence gathering activities have a greater impact on innovation success in predesign or
commercialization activities? and (2) Does supplier involvement in market intelligence gathering activities
have a greater impact on success in radical or incremental product innovation? Hypotheses are tested using
both subjective and objective measures of success from a study of 205 incremental and 110 radical new
product development projects. Results from the estimation of a two-group path model suggest that this
theoretical framework is useful in providing guidance as to when product developers should emphasize the
gathering of market intelligence through suppliers. Consistent with conventional wisdom, the findings
suggest that supplier involvement in market intelligence gathering activities are positively related to success
in incremental innovations across predesign and commercialization activities. However, supplier
involvement in market intelligence gathering activities is found to have no significant impact on market
share and is negatively associated with perceived product performance in radical innovations in predesign
tasks. Also, while there was no significant difference in market share for supplier involvement in market
intelligence gathering activities between radical and incremental innovation in commercialization activities,
supplier involvement in these activities did have a greater impact on perceived product performance in
radical innovation than it did in incremental innovation. Although current practice suggests that teams
allocate fewer resources to the gathering of market intelligence through their suppliers during predesign
activities in incremental innovation projects compared with radical innovation projects, the findings in this
study suggest that they should do the opposite. Shifting resources allocated for engaging suppliers in market
information gathering activities in predesign activities from radical innovation projects to incremental
innovation projects could increase the return on these investments. Alternatively, these resources currently
allocated to the gathering of market intelligence through suppliers in predesign activities of radical
innovation projects could also provide greater benefits if allocated to commercialization activities of radical
innovation projects, where they have the greatest positive impact.
Sood A, Tellis GJ (2009) Innovation Does Pay Off-If You Measure Correctly. Research-Technology
Management 52:13-15
Spann M, Ernst H, Skiera B, Soll JH (2009) Identification of Lead Users for Consumer Products via Virtual
Stock Markets. Journal of Product Innovation Management 26:322-335
Newly launched products in the
consumer goods and services markets show high failure rates. To reduce the failure rates, companies can
integrate innovative and knowledgeable customers, the so-called lead users, into the new product
development process. However, the detection of such lead users is difficult, especially in consumer product
markets with very large customer bases. A new and potentially valuable approach toward the identification
of lead users involves the use of virtual stock markets, which have been proposed and applied for political
and business forecasting but not for the identification of experts such as lead users. The basic concept of
virtual stock markets is bringing a group of participants together via the Internet and allowing them to trade
shares of virtual stocks. These stocks represent a bet on the outcome of future market situations, and their
value depends on the realization of these market situations. In this process, a virtual stock market elicits and
aggregates the assessments of its participants concerning future market developments. Virtual stock markets
might also serve as a feasible instrument to filter out lead users, primarily for the following two reasons.
First, a self-selection effect might occur because sophisticated consumers with a higher involvement in the
product of interest decide to participate in virtual stock markets. Second, a performance effect is likely to
arise because well-performing participants in virtual stock markets show a better understanding of the
market than their (already self-selected) fellow participants. So far, only limited information exists about
these two effects and their relation to lead user characteristics. The goal of this paper is to analyze the
feasibility of virtual stock markets for the identification of lead users. The results of this empirical study
show that virtual stock markets can be an effective instrument to identify lead users in consumer products
markets. Furthermore, the results show that not all lead users perform well in virtual stock markets. Hence,
virtual stock markets allow identifying lead users with superior abilities to forecast market success.
Spivey WA, Munson JM, Flannery WT, Tsai FS (2009) Improve Tech Transfer with This Alliance
Scorecard. Research-Technology Management 52:10-18
Stark EM, Bierly PE (2009) An analysis of predictors of team satisfaction in product development teams
with differing levels of virtualness. R & D Management 39:461-472
The purpose of this study is to
empirically examine and assess the moderating effects of extent of virtualness on a variety of wellestablished predictors of new product development team satisfaction. We focus our study on 178 different
new product development teams from a variety of industries and use extent of virtualness as a structural
characteristic of the teams, measuring it on a continuum. The predictors of team satisfaction we studied are
relationship conflict, familiarity, goal clarity and preference for group work. Primary findings include: (1)
relationship conflict has a more deleterious effect on team member satisfaction as teams become more
virtual, mainly because it is very difficult for team members of virtual teams to resolve their interpersonal
disputes; (2) the relationship between preference for group work and team satisfaction is moderated by
extent of virtualness, such that preference for group work increases team satisfaction more as virtualness
increases; (3) goal clarity and familiarity are not moderated by extent of virtualness, but have a significant
direct effect on team satisfaction. Managerial and research implications of these findings relative to new
product development teams are also discussed.
Stevens GA, Swogger K (2009) Creating a Winning R&D Culture-I. Research-Technology Management
52:35-50
OVERVIEW: Dow Chemical's Polyolefins and Elastomers (PO&E) business was doing so
poorly in 1991 that it was being considered for divestiture. This first of two articles describes how a,five-
step approach rejuvenated the business through the selection, training and coaching of people to identify,
profitable new business concepts. This is now part of a philosophy); called Speed, which created over $23
billion in value between 1992 and 2008 for PO&E. The steps for this part of Speed are: 1) measuring and
increasing the Creativity Index of the R&D leadership culture, which is genetic to a surprising degree 2)
Increasing the fit of leaders in specific jobs (Starters and Finishers); 3) Identifying, training and coaching
creative Rainmakers as Business Opportunity Analysts, who routinely; "morph" starting ideas into winners
using a non-linear New Business Development (NBD) process; 4) Ensuring enough Finishers are present in
the working groups to complete the projects; 5) Making sure management implements the positive findings.
The five steps also present five new forward-looking R&D metrics that provide a clear and actionable game
plan to create a winning R&D culture with 84%-95% success rates vs. the 11% rates that are typical after
completing the earl), stages of NBD.
Stevens GA, Swrogger K (2009) Creating a Winning R&D Culture-Ii. Research-Technology Management
52:22-28
This is the second of two articles describing how a new approach to selecting, training and
coaching people helped to improve the effectiveness of new business development at the Dow Chemical
Company. Part I explained how key aspects of the approach, called Speed, delivered over $23 billion in
cumulative value between 1991 and 2008 from the company's formerly commoditized Polyolefins and
Elastomers (PO&E) business. Part II describes the implementation of Speed more broadly in Dow between
2005 and 2007. Dow Automotive R&D, for example, strengthened its culture of creativity significantly in
less than one year. In 2007, Dow Performance Plastics and Chemicals business identified and coached six
Rainmaker personality types in Business Opportunity Analysis techniques who then identified five
breakthrough commercial opportunities with over $3 billion new revenue potential and $2.5 billion net
present value. Speed can enable other businesses to also achieve the "Holy Grail" of strategy by enabling a
firm to be both low-cost (with those parts of the business led by genetically-inclined Finishers), and
innovative (with those parts of the business led by genetically-inclined Starters.)
Stuermer M, Spaeth S, von Krogh G (2009) Extending private-collective innovation: a case study. R & D
Management 39:170-191 The private-collective innovation model proposes incentives for individuals and
firms to privately invest resources to create public goods innovations. Such innovations are characterized by
non-rivalry and non-exclusivity in consumption. Examples include open source software, user-generated
media products, drug formulas, and sport equipment designs. There is still limited empirical research on
private-collective innovation. We present a case study to (1) provide empirical evidence of a case of privatecollective innovation, showing specific benefits, and (2) to extend the private-collective innovation model
by analyzing the hidden costs for the company involved. We examine the development of the Nokia Internet
Tablet, which builds on both proprietary and open source software development, and that involves both
Nokia developers and volunteers who are not employed by the company. Seven benefits for Nokia are
identified, as are five hidden costs: difficulty to differentiate, guarding business secrets, reducing community
entry barriers, giving up control, and organizational inertia. We examine the actions taken by the
management to mitigate these costs throughout the development period.
Subrahmanya MHB (2009) Nature and strategy of product innovations in SMEs: A case study-based
comparative perspective of Japan and India. Innovation-Management Policy & Practice 11:104-113 This
paper traces the nature and strategy of product innovations of two SMEs in two different economic
environments - one each in Japan and India. While the background of entrepreneurs and internal
environment are similar, what distinguishes the two is the external environment. Though external sources of
support appear similar outwardly, Indian external sources lack the much needed reputation for the capability
of delivering productive assistance for technological innovations in manufacturing enterprises. That is why
the Japanese SME could take advantage of its external sources but not the Indian SME. Further, the
domestic market has ably supported and absorbed innovated products of the Japanese SME whereas the
Indian SME has increasingly targeted its innovated products at the international market.(1)
Talay MB, Seggie SH, Cavusgil E (2009) Exploring Correlates of Product Launch in Collaborative
Ventures: An Empirical Investigation of Pharmaceutical Alliances. Journal of Product Innovation
Management 26:360-370
This paper examines collaborative ventures leading toward the launch of new
products in the pharmaceutical industry. These collaborative ventures are one of the most under-researched
areas in the new product literature, yet the preponderance of these collaborative ventures makes it an area of
great importance for scholars and practitioners alike. As such, the purpose of the study is to examine why
some collaborative projects produce a favorable outcome (the launch of a product) whereas others do not.
That is, what characteristics of partner firms in the collaborative ventures and what characteristics of the
partnership lead to a successful launch of a new product in the pharmaceutical industry? Secondary data
from the pharmaceutical industry are employed in a multinomial logit model. Data from 128 collaborative
ventures from 1980 to 2004 are used in the analysis. The partner firms in the collaborative ventures are from
various industries ranging from malt beverages to pharmaceutical preparations to electronic and other
equipment among others. Of the 128 collaborative ventures, 66 were successful in leading to a new product
launch, whereas 62 did not result in the launch of a new product. The results from the multinomial logit
analysis suggest that combined marketing resources of parent companies, combined technological intensity
of parent companies, and combined asset bases of parent companies contribute to the likelihood of an
eventual product launch in a collaborative venture. However, the results of the analysis show that contrary to
expectations, technological complementarity of partners in the collaborative venture is not a significant
predictor of successful new product launch. The results of the study suggest certain aspects for managers to
consider when establishing collaborative ventures. To maximize the possibilities of the collaborative venture
leading to the successful launching of a new product, managers should be concerned with the resources
potentially available to partners in the collaborative venture from parent firms. These resources are not only
of financial nature but also of technological nature. The existence of these resources does not ensure
provision of resources to the collaborative venture; however, without the possibility of these resources it
appears that successful launch of a product is less likely.
Talke K, Salomo S, Wieringa JE, Lutz A (2009) What about Design Newness? Investigating the Relevance
of a Neglected Dimension of Product Innovativeness. Journal of Product Innovation Management 26:601615 In several industries, new products are very similar in functional features but compete on their unique
design. Firms like Alessi, Apple, Bang & Olufsen, Dyson, or Kartell all follow a design-driven innovation
approach and use their products' visual appearance as the main mean for differentiation. In spite of this,
design newness is never discussed among the dimensions of product innovativeness. Instead,
conceptualizations of product innovativeness mostly focus on a product's technical newness or the changes it
implies for the innovating firm or for the market it enters. This paper seeks to build an argument for why
design newness should be considered as a dimension of product innovativeness. In addition to providing
conceptual rationale, empirical evidence is offered on the influence of design newness on sales performance
across a product's life cycle. To be able to put the findings into perspective, the performance effects of
design newness are compared with those of technical newness. As several products exemplify that design
newness and technical newness can go hand in hand, not only direct performance effects but also interaction
effects between both newness dimensions are investigated. The arguments are tested on a sample of 157 new
cars launched between 1978 and 2006 in Germany. The automobile industry is selected because of the
strategic role of both technical and design aspects in product innovation. Putting a focus on this industry also
has the advantage that historical information on car specifics and objective sales data over time are
accessible. The results emphasize that both design and technical newness are important drivers of car sales.
However, the effects differ widely across the product life cycle. While design newness has a positive impact
right after the introduction and persists in strength over time, technical newness drives sales with a lagged
effect and decreases toward the end of the life cycle. The test of a combined influence of design newness
and technical newness on sales performance produces no significant results. These results open interesting
avenues for future research on product innovativeness in general and design newness in particular. For
management practice, the findings emphasize the importance of overall product innovativeness, clarify the
different performance effects of design and technical newness across the product life cycle, and show the
value of creating a unique visual product appearance to positively trigger product diffusion.
Todtling F, Lehner P, Kaufmann A (2009) Do different types of innovation rely on specific kinds of
knowledge interactions? Technovation 29:59-71
It is commonly accepted nowadays that innovations are
brought forward in all interactive process of knowledge generation and application. The business sector, the
science sector, and policy actors are involved in this process as has been stressed in concepts such as
innovation systems and the network approach. It is still unclear, however, as to what extent different kinds
of innovation rely oil specific knowledge Sources and links. More advanced innovations oil the one hand
might draw more oil scientific knowledge, generated in universities and research organizations. Such
knowledge is often exchanged in personal interactions at a local or regional level. Incremental innovations
and the adoption of new technologies, on the other hand, seem to occur often in interaction with partners
from the business sector also at higher spatial levels. In this paper, we analyze such patterns of knowledge
links. After dealing with knowledge interactions from a conceptual view and reviewing the relevant
literature, we present an empirical analysis for Austria. The findings show that firms introducing more
advanced innovations are relying to a higher extent oil R&D and patents, and that they are cooperating more
often with universities and research organizations. Firms having introduced less advanced innovations rely
more on knowledge links with business services. Furthermore, the employment of researchers was identified
as a key factor enhancing knowledge interactions of firms with universities.
Tseng CY (2009) Technological Innovation in the Bric Economies. Research-Technology Management
52:29-35
Despite the tremendous economic potential of the Brazilian, Russian, Indian, and Chinese
(BRIC) economies, few studies have compared technological innovation in these countries. This study
investigates three main issues related to technological innovation in BRICs: 1) indicators of technological
innovation were evaluated and used to compare capability of technological innovation between the four
countries; 2) differences in innovative configurations were mapped based on constructs of ''fundamental vs.
applied innovation "and "incremental vs. radical innovation"; 3) the absolute and relative innovative
strengths of these four countries were examined in 31 different technological fields. The empirical findings
are based on analysis of a patent and citation data set comprising all utility patents granted by the U.S.
Patent and Trademark Office to BRIC inventors from 1976 to 2006. These findings elucidate the
comparative development of technological innovation in BRIC countries.
Tubbs M (2009) R&D Investment Rose Worldwide, New Global Scoreboards Show. Research-Technology
Management 52:2-4
Tylecote A (2009) Creating Wealth from Knowledge: Meeting the Innovation Challenge. R & D
Management 39:307-308
Tzeng CH (2009) A review of contemporary innovation literature: A Schumpeterian perspective.
Innovation-Management Policy & Practice 11:373-394 Adopting a Schumpeterian perspective, this article
reports a survey on contemporary innovation literature from the 1950s to the present. By sorting innovation
research into three main schools the capability school, the corporate entrepreneurship school, and the
cultural school tins article discusses the nature of innovation, the inherent logic of innovation, relationship
among members, focal concerns, and apprehension of time of the three innovation schools, and addresses
three perennial issues of innovation: institutionalizing vs. de-institutionalizing innovation; technology push
vs. market pull; and incrementalism vs. radicalism. Finally, this paper suggests that innovation research
communities go a step further to broaden the perspective and integrate the literature in the search for a
humanistic theory of innovation.
van de Vrande V, de Jong JPJ, Vanhaverbeke W, de Rochemont M (2009) Open innovation in SMEs:
Trends, motives and management challenges. Technovation 29:423-437 Open innovation has so far been
studied mainly in high-tech, Multinational enterprises. This exploratory paper investigates if open
innovation practices are also applied by small- and medium-sized enterprises (SMEs). Drawing oil I
database collected from 605 innovative SMEs in the Netherlands, we explore the incidence of and apparent
trend towards open innovation. The survey furthermore focuses oil the motives and perceived challenges
when SMEs adopt open innovation practices. Within the survey, open innovation is measured with eight
innovation practices reflecting technology exploration and exploitation in SMEs. We find that the
responding SMEs engage in many open innovation practices and have increasingly adopted such practices
during the past 7 years. In addition. we find no major differences between manufacturing and services
industries, but medium-sized firms are oil average more heavily involved in open innovation than their
smaller counterparts. We furthermore find that SMEs Pursue open innovation primarily for market-related
motives such as meeting customer demands, or keeping LIP with competitors. Their most important
challenges relate to organizational and Cultural issues as a consequence of dealing with increased external
contacts.
van der Valk T, Moors EHM, Meeus MTH (2009) Conceptualizing patterns in the dynamics of emerging
technologies: The case of biotechnology developments in the Netherlands. Technovation 29:247-264 The
major contribution of this study lies in the development of a methodology for studying patterns of dynamics
of emerging technologies. Our main research question includes: How can patterns of technology, dynamics
of emerging technologies he conceptualized? And more specifically to the Dutch biotech case: Which
patterns of technology dynamics could be discerned at Dutch dedicated life sciences firms (DDLSFs)? We
develop a new approach for conceptualizing patterns of technology dynamics, using an 'opportunity matrix'
as the starting point and presenting these patterns by network visualization. We illustrate this new
conceptualization by an exemplary case study of emerging biotechnology developments in the Dutch/life
sciences sector. Our results show a growing diversity within subsequent populations of newly founded firms
over time. Individual newly founded Firms were shown to be mainly specialists, working on one
technological subfield.
van Geenhuizen M, Soetanto DP (2009) Academic spin-offs at different ages: A case study in search of key
obstacles to growth. Technovation 29:671-681
Support to enhance early growth of academic spin-off
firms is at the core of many economic policies. Efficiency of this support has been recently questioned due
to slow growth of spin-off firms in various European countries. However, despite many studies to improve
support, there is virtually no empirical insight into resistance of obstacles that constrain growth over time
and how this differs between distinct types of spin-offs. This article explores the incidence and nature of
obstacles to growth in a cross-section and longitudinal approach, and uses Delft University of Technology
(the Netherlands) as a case study. We find evidence that (1) the overall ability to overcome obstacles
decreases at the age of four, most probably reflecting the rise of the so-called credibility juncture, and that
(2) highly innovative spin-offs start with an accumulation of obstacles but move relatively quickly to
sustainable growth. The paper concludes with recommendations for the design of new (renewed) incubation
policies and for further research.
Visser EJ (2009) The Complementary Dynamic Effects of Clusters and Networks. Industry and Innovation
16:167-195
Over the past decades, researchers and policymakers around the world have been paying
attention to the concept of clusters of related firms, industries and institutions, with a view to the presumably
positive effects of clustering for learning, innovation and the productivity of firms. More recently, a network
approach to learning and innovation emerged, which emphasizes strategic, preferential, repeated and at the
same time temporary knowledge exchange (i.e. dynamic cooperation) between firms and other
organizations. This may, however, go at the expense of the attention for the important, different and
complementary learning effects of the mainly spatial process of concentration and clustering of related
firms, industries and institutions. This paper argues that clusters and networks are two separate concepts that
both merit attention, especially-albeit not exclusively-with a view to learning, knowledge development and
innovation. A first argument is that spatial clustering has quite different effects for the development of
knowledge, learning and innovation in and by firms, as compared with network settings. A second point is
that in some cases, clustering yields a governance advantage over networks. Taking into account the risks of
cognitive, technological, organizational and institutional lock-in associated with both processes, this paper
concludes that both clustering and networking have advantages and disadvantages for the firms involved.
The two concepts are potential dynamic complements, as clustering and networking have different but
complementary effects for learning, although they are also static substitutes, as firms may opt to switch
between the two processes, for example, leaving a local or regional cluster to engage in a network endeavor
at a higher spatial scale.
Wagner SM (2009) Getting Innovation from Suppliers. Research-Technology Management 52:8-9
Walsh L, Smith G (2009) Australia's R&D Landscape Changing. Research-Technology Management 52:6-8
Wang KH, Liu JL (2009) The Dynamic Effects of Government-supported R&D Subsidies: An Empirical
Study on the Taiwan Science Park. Asian Journal of Technology Innovation 17:1-12 This paper analyzed
balanced firm-level panel data for the years 1991-1999 in order to examine the dynamic effects of
government-supported R&D subsidies on privately invested R&D expenditures in the Hsinchu Science-
based Industrial Park in Taiwan. The results indicate that publicly supported R&D subsidies will serve as
substitutes for privately invested R&D expenditures. When the dynamic effect of these R&D subsidies is
also taken into consideration, publicly supported ones will still give rise to a substitution effect with regard
to privately invested R&D expenditures. However, the results will still have a lesser impact compared with
those obtained using the panel data model.
Watanabe C, Lei SY, Ouchi N (2009) Fusing indigenous technology development and market learning for
greater functionality development-An empirical analysis of the growth trajectory of Canon printers.
Technovation 29:265-283 Amidst the mega competition of it globalizing economy, firm survival strategy
depends on sustainability of functionality development. This functionality development cannot be
accomplished solely by a firm's own resources in innovation. Effective utilization of potential resources in
innovation is indispensable. Thus, hybrid management fusing indigenous strength and global best practice
has become crucial. Noteworthy Success in hybrid management can be seen at Canon, which effectively
utilizes its indigenous strength in assimilating external technology. Co-evolution occurs between indigenous
technology development in Canon's printers and subsequent market learning. The market learning is
primarily from PC producers through "coopetition" that attempts to assimilate advanced knowledge from
competitors by encouraging to cooperate. Canon then leverages indigenous printer technology and the
effects of market learning. Consequently, this coevolution leads to higher functionality development, which
in turn induces further strengthening of indigenous technology. To demonstrate this hypothetical view, this
paper attempts an empirical analysis focusing on the contribution of printer technology and learning effects
in enhancing functionality development. A numerical model identifying the necessary conditions for
sustainable functionality development was developed to elucidate the sources of Canon's success in its
coopetiton strategy relative to its rivals. This model provides constructive suggestions for firms seeking an
optimal technopreneurial strategy in the current era of mega competition.
Weeks MR (2009) Sourcing practices and innovation: Evidence from the auto industry on the sourcing
relationship as a dynamic capability. Innovation-Management Policy & Practice 11:304-326 This research
uses the dynamic capabilities (DC) framework to analyze innovation efforts in the auto industry to
understand the linkages between sourcing relationships and innovation. The DC framework provides a look
at several capabilities within the relationships that facilitate innovation processes such as robust bidirectional information flows and learning processes centered on the relationships. To examine the
innovation processes, the author conducted fourteen interviews and examined a variety of secondary source
materials for a comparative analysis of three case studies. The research supports the view that sourcing
relationships are dynamic capabilities which enable firms to develop resource synergies from the internal
and external environment. Viewing these relationships as dynamic capabilities leads to the conclusion that
investing in relational resources can contribute to competitive advantage for the firm.
Weterings A, Ponds R (2009) Do Regional and Non-regional Knowledge Flows Differ? An Empirical Study
on Clustered Firms in the Dutch Life Sciences and Computing Services Industry. Industry and Innovation
16:11-31 In the literature on innovation and geographical proximity, inter-organizational knowledge flows
are increasingly acknowledged to take place at multiple spatial levels. Furthermore, the knowledge flows
within and between regions are assumed to have different characteristics. Until now, hardly any study has
examined those latter assumptions empirically. This study aims to provide empirical insights by analysing
whether there are differences in the characteristics of regional and non-regional inter-organizational
knowledge flows in the Dutch computing services and life sciences industry. The results indeed show
significant differences. Confirming the assumptions in the literature, regional knowledge flows are
characterized by a higher number of face-to-face contacts, while the knowledge exchanged through nonregional knowledge flows is more valuable. The relations between the duration and the social base of the
knowledge flow and its spatial scale are less straightforward.
Wickramasinghe CN, Ahmad N (2009) Revolution of Digital Communication and Asian Competitive
Creativity Chasm. Asian Journal of Technology Innovation 17:13-29 This study aims to identify changes
that have taken place in the Asian technological creativity after the post-communication revolution of digital
technologies. After examining the utility patent applications forwarded to the US Patent Office by 24 Asian
countries between 1965 to 2007, the study partially supports the claim that the "digital communication
revolution have influenced the competitive creativity development in Asia." However, the development
growth model is shaped like a snail shell, and digital technologies have not been the silver bullet that
promoted the leapfrogging of creativity in stagnating countries. Information and communication
technologies (ICT) should be considered as a means of technological learning rather than the end of
creativity development. The challenge of strengthening stagnating Asian countries to become competitive
and innovative nations will continue until the next decade. Unless necessary steps are taken to improve
technological learning and local innovations in stagnating countries, their technological dependency will
increase and thus deepen the marginalization in the coming eras.
Williams C, Lee SH (2009) Exploring the internal and external venturing of large R&D-intensive firms. R &
D Management 39:231-246
We explore the realized strategies of large R&D-intensive firms through a
venturing lens, focusing on two industries: pharmaceuticals and high-technology equipment manufacturing.
Specifically, we examine changes in strategy over time along two critical dimensions: (1) focus of
venturing, i.e., internally vs externally oriented, and (2) learning orientation i.e., explorative vs exploitative.
Our empirical analysis is based on news stories relating to six large, R&D-intensive firms over a 6-year
period. The findings suggest the following: (1) exploration is more prevalent than exploitation in both
pharmaceuticals and high-technology equipment manufacturing, but pharmaceuticals have a greater
preference for internal venturing than high-technology equipment manufacturing; (2) three firm-level
venturing strategy types can be discerned, which are independent of the specific industry; and (3) change in
realized strategy is a dynamic capability facilitated by firm-level factors. These results, albeit explorative,
emphasize venturing in R&D industries as a dynamic capability that is influenced by firm-level
characteristics rather than industry membership.
Williams C, Nones B (2009) R&D subsidiary isolation in knowledge-intensive industries: evidence from
Austria. R & D Management 39:111-123
We investigate R&D subsidiary isolation within Multinational
Corporations (MNCs) competing in knowledge-intensive industries. For such MNCs, accessing knowledge
and nurturing the innovative potential of R&D subsidiaries is vital for on-going competitiveness. This,
according to conventional thinking, requires integration of the subsidiary within the host country as well as
internally within the MNC. Recent studies have shown, however, that overseas subsidiaries can become
isolated (i.e., losing requisite integration), even in high-technology sectors. We tackle this issue by focusing
on organizational factors at corporate and subsidiary levels that have the potential to explain subsidiary
isolation. We analyze a sample of 45 foreign-owned Austrian subsidiaries undertaking R&D in knowledgeintensive industries using a combination of questionnaire and secondary data. The results suggest that parent
and subsidiary experience, the degree of early-stage research conducted by the subsidiary and the use of
training and rotation practices by the subsidiary, all act to counter isolation. Interestingly, we find that
proximity between parent and R&D subsidiary does not play a significant role in predicting isolation. We
also show how these factors influence communication frequency between the R&D subsidiary and various
actors within the internal and the external networks in different ways.
Wincent J, Anokhin S, Boter H (2009) Network board continuity and effectiveness of open innovation in
Swedish strategic small-firm networks. R & D Management 39:55-67
Increasing adoption of open
innovation as an alternative route to research and development necessitates the development of new ways to
organize innovation, as well as reassessment of existing ways. Much like traditional corporations that
subscribe to the closed innovation paradigm, novel organizational arrangements targeting open innovation,
such as small-firm networks, employ boards to effectively manage joint research-and-development
activities. These boards are similar yet different from traditional corporate boards; as such, they may have
different requirements for proper functioning. We use 5-year longitudinal data on 53 Swedish strategic
small-firm networks to investigate how the boards should be organized to help improve the innovative status
of network participants. We expand the set of tools available for effective organization of the boards'
operations and emphasize the effects of network board continuity (rates of renewal) on network members'
innovative performance. We argue that the relationship is curvilinear (U-shaped) and demonstrate that it is
more pronounced in larger networks.
Wolff MF, Blau J (2009) Europe Strives for More Silicon Valleys. Research-Technology Management 52:23
Wong CY, Goh KL (2009) Modeling the Dynamics of Science and Technology Diffusion of Selected Asian
Countries Using a Logistic Growth Function. Asian Journal of Technology Innovation 17:75-100 Science
and technological production can be the result of a self-propagating growth in the process of diffusion. In the
transition to a knowledge-based economy, many emerging Asian countries have attempted to raise their
national investments to develop their science and technological capability. This study attempts to compare
the growth behavior of science and technology of selected emerging countries (China, Malaysia, and
Thailand) with that of the newly industrialized economies (NIEs) (Singapore, South Korea, and Taiwan)
using logistic growth function with a dynamic carrying capacity. Japan is also included in the study to
provide a benchmark for advanced science and technological development. While a dynamic selfpropagating growth is found for the science and technology of the NIEs, the corresponding growth potential
is relatively lower and static for the emerging economics. Unlike in Japan where the growth potential of
science and technology has seemingly reached a plateau, the NIEs are still reaping the dynamics of the
interaction between science and technology, and the emerging economies are at the initial stage of this
development process.
Worch H (2009) Evolutionary Economics and Environmental Policy: Survival of the Greenest. InnovationManagement Policy & Practice 11:260-262
Wu XB, Ma RF, Xu GN (2009) Accelerating Secondary Innovation through Organizational Learning: A
Case Study and Theoretical Analysis. Industry and Innovation 16:389-409 On the basis of nearly 20 years
of in-depth longitudinal case study on HY, a leading air separation plant manufacturer in China, this paper
attempts to test the preliminary conceptual model of secondary innovation and to explore new thoughts and
implications for further development of the existing model. How did HY accelerate its secondary innovation
through successful organizational learning during the past decades? According to the detailed conceptual
model of secondary innovation stages and organizational learning modes, this case study elaborates HY's
recent integrative learning process of the secondary innovation cycle of 1996-2005 within the new context
of intensified international competition in a fast-growing developing country market with large domestic
demand and large FDIs. Different from the traditional technological learning model, the secondary
innovation model emphasizes the important interrelations and interactions combining the acquired
technologies with existing technology systems and further with local user requirements, which can be named
"structural understanding" and "functional understanding".
Xia TJ, Roper S (2009) Worlds Apart? A Comparison of the New Product Development Strategies of
Biopharmaceutical Firms in Europe and the USA. Industry and Innovation 16:593-612
Globally the
biopharmaceutical industry is characterized by strong competition, research-intensive and protracted new
product development (NPD) processes, intensive regulation and extensive alliance activity. Policy regimes
and operating environments differ markedly, however. Here we examine how these differences impact on
the NPD strategies of biopharmaceutical firms in the USA and three major EU economies (the UK, France
and Germany). Our analysis suggests four key differences between firms' NPD strategies in the two areas.
First, while levels of R&D intensity and continuity are broadly similar in the two areas, US firms have
notably stronger patent profiles, and are significantly more active in technology licensing than their
European counterparts. Second, product development cycles are significantly longer in the USA than among
our European respondents. Third, the nature of the product development pipeline is very different in the
USA and the major European economies covered by our study: US firms conduct early stage development
of more compounds than European firms but take only a similar number to market. Fourth, we see broadly
similar levels of alliance activity in our US and European respondents at both the early and late stages of the
NPD process. These results suggest a greater substitution of "market" for "hierarchy" in US firms' NPD
strategies, reflecting differences in the availability and structure of government support in the USA and
Europe.
Yang HL, Hsiao SL (2009) Mechanisms of developing innovative IT-enabled services: A case study of
Taiwanese healthcare service. Technovation 29:327-337 The medical, healthcare and care-giving services
are of great concern in aging societies. This study proposes mechanisms for developing innovative
information technology-enabled (IT-enabled) services. The Taiwanese government has adopted these
mechanisms for stimulating service innovation in the healthcare industry. Action research is conducted to
explore how the Taiwanese government learned from a hospital project and applied this experience to
develop innovative IT-enabled services in the healthcare industry. This study also identifies issues that arise
when innovative IT-enabled hospital services are implemented and viable solutions are offered to effectively
address those issues. Useful lessons were learned from the key mechanisms employed by the Taiwanese
government to promote service innovation. This study elucidates the mechanisms of innovative service
development, ultimately increasing the knowledge of service innovation.
Yang ML, Wang AML, Cheng KC (2009) The impact of quality of IS information and budget slack on
innovation performance. Technovation 29:527-536
Previous literature has differing opinions on the
relationship between budget slack and innovation performance. Proponents of budget slack argue that it
permits companies to experiment with new strategies and innovative projects in a more resourced
environment. Opponents counter that budget slack promotes undisciplined and diminished incentives to
innovation performance. Our study finds the relationship between budget slack and innovation performance
to be an inverse, U-shaped curve. Too little budget slack is as bad for innovation performance as too much
budget slack is. This result settles the debate in the previous literature. Next, the positive effect of the quality
of information system (IS) information on innovation performance may vary in different budget
environments. The findings of this study support our expectation that the quality of IS information has a
positive and significant influence on innovation performance when the level of budget slack is low, but has
no significant effect when the level of budget slack is high. In a less resourced environment, the IS system is
required to capture and reflect the information that managers require for the more effective operation of
innovation processes.
Yu CS, Tao YH (2009) Understanding business-level innovation technology adoption. Technovation 29:92109
The implementation of new Internet-based information system and technology (IT/IS) has been
recognized as all important process for transforming a business toward electronic business. In line with this
perspective, the business attitudes regarding the adoption of innovation IT/IS have been recognized as a
critical factor for executing electronic business strategy. Since extant studies attempting to find influences
on the individual adoption of IT/IS are dominated by technology acceptance model (TAM), this study
attempts to extend TAM to business-level innovation technology adoption. Empirical results indicate that
perceived usefulness, subject norm, perceived easy-of-use, and characteristics of the firm itself are very
important factors influencing attitudes of businesses at the pre-decision stage, while only perceived
usefulness and subject norm significantly affect attitudes of businesses at the in-decision stage. Additionally,
the effect of perceived easy-of-use on both perceived usefulness and company attitudes its well its the
influence of perceived usefulness oil firm attitude are changeable, and rely oil the complexity of the
innovation IT/IS itself. The theoretical and business implications are discussed.
Zenobla B, Weber C, Daim T (2009) Artificial markets: A review and assessment of a new venue for
innovation research. Technovation 29:338-350
Artificial markets are an emerging form of agent-based
social simulation in which agents represent consumers, firms, or industries interacting under simulated
market conditions. We review the literature on these models and analyze their strengths, weaknesses,
opportunities, and threats with special focus on consumers. We identify several promising applications such
as forecasting future market behavior, exploring market dynamics, conducting massively parallel market
analysis, gaming organizational strategies for volatile new markets, and profiling products and services
which do not currently exist, but which markets are poised and ready to accept. We conclude with seven
recommendations to help guide the development of artificial markets as a venue for technological innovation
research.