Knowledge flows, strategic motives and innovation performance: Insights from Australian and New Zealand investment in Europe

2020 ◽  
pp. 1-24
Author(s):  
Igor Ingršt ◽  
Peter Zámborský
Keyword(s):  
New Zealand ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Time Zone ◽  
Strategic Intent ◽  
Global Innovation ◽  
Knowledge Connectivity ◽  
International Knowledge ◽  
Knowledge Seeking ◽  
Strategic Motives

Abstract We study the international innovation strategies of Australian and New Zealand (ANZ) firms in the European context, to explain their investment motives, knowledge flows and innovation performance. Our thematic analysis of seven case studies suggests that ANZ investors' motives for innovation in Europe are often both market- and knowledge-seeking and that some are also motivated by diversification and cooperation. While the strategic intent is often for the knowledge to flow in multiple directions among subsidiaries and headquarters (HQ), distance poses challenges to the efficiency of the process. European subsidiaries are often seen as potentially playing a key role in firms' global innovation systems, particularly with regards to radical innovation. However, because of distance and communication bottlenecks (e.g., time zone differences), HQ does not always recognise this potential. We develop a model proposing that HQ–subsidiary trust and strategic motives are moderators in the process of international knowledge connectivity and knowledge creation.

The impact of intellectual capital and knowledge flows on incremental and radical innovation

2018 ◽  
Vol 10 (2/3) ◽  
pp. 149-170 ◽  
Author(s):  
Duy Quoc Nguyen
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Radical Innovation ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Content Type ◽  
Radical Innovations ◽  
The Impact

PurposeThe purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.Design/methodology/approachThis paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.FindingsResults of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.Practical implicationsThe results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.Originality/valueThis study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.

scholarly journals An analysis of innovation performance of the Western Balkan countries and the EU selective economies group

2013 ◽  
Vol 65 (1) ◽  
pp. 68-84
Author(s):  
Slobodan Cvetanovic ◽  
Vladimir Nedic
Keyword(s):  
Extreme Values ◽  
Innovation Performance ◽  
Global Innovation ◽  
Key Innovation ◽  
Balkan Countries ◽  
Innovation Output ◽  
Economic Innovation ◽  
Basic Characteristics ◽  
Index Index ◽  
The Eu

First of all, the paper offers a theoretical explication of the importance of economic innovation for a country?s economic development. It further considers the metrics of the Global Innovation Index. By means of a box-plot diagram, the article explores the link between basic innovation performances (Global Innovation Index, Index Innovation Input and Index Innovation output) of the six Western Balkan countries (Albania, Bosnia and Herzegovina, Macedonia, Serbia, Croatia and Montenegro) and a group of six selected European Union economies in the neighbourhood (Austria, Greece, Bulgaria, Romania, Hungary and Slovenia). The aim is to identify the existence of extreme values between the data that reveal the key innovation performance of the two groups including the description of the basic characteristics of the performances which have been examined.

Becoming Strategic in Small Businesses

2014 ◽  
pp. 160-179
Author(s):  
Colleen E. Mills
Keyword(s):  
New Zealand ◽  
Small Business ◽  
Strategic Management ◽  
Small Businesses ◽  
Strategic Intent ◽  
Business Startup ◽  
Relational Process

While strategy has been described as a plan or pattern of actions aligned to a conscious intent, it can also be conceptualised as the deliberate activities those in business engage in to realise a strategic intent. It is this activity oriented conception of strategy that is fuelling the turn towards practice in strategy scholarship. This chapter draws on this perspective and the ‘communication as constitutive of organisations' (CCO) perspective to explore what is involved in becoming strategic in an active and experiential sense in a small business. To do this, it uses illustrations from a series of studies of business startup or restart from the creative, ICT, and construction industries in New Zealand. The empirically-based synthesis presents strategic management in small businesses as a relational process producing a narrative infrastructure that weaves together episodes of strategy praxis to produce a coherent thread that ‘tells the firm forward' (See Deuten & Rip, 2000). The chapter finishes by briefly exploring the implications of this view for those seeking to become more strategic in small businesses.

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