R&D Collaboration and Innovative Performance

2012 ◽  
pp. 160-181 ◽  
Author(s):  
René Belderbos ◽  
Geert Duysters ◽  
Anna Sabidussi
Keyword(s):  
Innovative Performance

The effect of alliance block membership on innovative performance

2003 ◽  
Vol 103 (1) ◽  
pp. 59-70 ◽  
Author(s):  
Geert Duysters ◽  
John Hagedoorn ◽  
Charmianne Lemmens
Keyword(s):  
Innovative Performance

scholarly journals Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

2020 ◽  
Vol 12 (4) ◽  
pp. 1366
Author(s):  
Julio C. Acosta-Prado ◽  
Oscar H. López-Montoya ◽  
Carlos Sanchís-Pedregosa ◽  
Ulpiano J. Vázquez-Martínez
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Health Sector ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Innovative Performance ◽  
Management Capability ◽  
The Relationship ◽  
Positive Effect

The literature suggests that innovation allows organizations to reach a desirable level of sustainability. There is evidence to support the role of knowledge management (KM) as well as management capability (MC) in producing a sustainable approach at organizations. Furthermore, organizations commonly achieve sustainable practices through corporate social responsibility (CSR). In particular, the health sector is increasingly implementing CSR strategies, although with a narrow understanding of the factors to success. Hence, trends lead to asymmetric growth between organizations. This study aims to examine the mediating role of KM in the relationship between MC and innovative performance (IP) in 331 Health Provider Institutions (HPIs). The research reflective model was assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). According to the results, MC has a positive effect on IP, MC has a positive effect on KM, and KM has a positive effect on IP. Likewise, KM significantly mediates the relationship between MC and IP. Our findings support the importance of KM in addressing MCs in HPIs as it enables innovative practices to address CSR goals to achieve a sustainable impact. Moreover, this study contributes by expanding KM to contexts that are not usually studied, such as health in a South American country.

SMEs strategic networks and innovative performance: a relational design and methodology for knowledge sharing

2020 ◽  
Vol 24 (6) ◽  
pp. 1369-1392 ◽  
Author(s):  
Elena-Mădălina Vătămănescu ◽  
Juan-Gabriel Cegarra-Navarro ◽  
Andreia Gabriela Andrei ◽  
Violeta-Mihaela Dincă ◽  
Vlad-Andrei Alexandru
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Structural Model ◽  
Resource Scarcity ◽  
Content Type ◽  
Strategic Networks ◽  
Innovative Performance ◽  
Positive Effects ◽  
Model Combining ◽  
Fierce Competition

Purpose In the context of resource scarcity, the affiliation of small and medium-sized enterprises (SMEs) to strategic networks has emerged as a fruitful path towards knowledge sharing as a reaction to fierce competition and with a view to enhance their innovative performance. In this framework, this paper aims to investigate the influence exerted by a specific relational design (i.e. types of strategic networks) and methodology (i.e. channels and content) of knowledge sharing on SMEs innovative performance. Design/methodology/approach A questionnaire-based survey with 102 top managers of European SMEs in the industrial field was conducted from June to August 2019 and a partial least squares structural equation modelling technique was used. The database was initially filtered to ensure the adequacy of the sample and data was analysed using the statistics software package SmartPLS 3.0. Findings The results concluded that the structural model explains 38.5% of the variance in SMEs innovative performance, indicating the positive effects exerted by offline and online and by competitive knowledge sharing on the dependent variable. Research implications The study has both theoretical and practical implications in that it sets out a reference point for the key performance indicators for strategic networks structure, formation and development and, implicitly, for the selection of the most efficient relational design and methodology. Originality/value The pivotal originality elements reside in the advancement of a more comprehensive conceptual and structural model combining a two-fold operationalization of SMEs strategic networks (founded on business abilities or on the personality of the partner) and in the investigation of knowledge transfer processes at the inter-organizational levels within a context-centric approach.

scholarly journals Innovation on Wheels in Emerging Economies: Lessons from Auto MNC’s Experience

2016 ◽  
Vol 11 (8) ◽  
pp. 44 ◽  
Author(s):  
Rifat Sharmelly
Keyword(s):  
Emerging Economies ◽  
Product Innovation ◽  
Developed Countries ◽  
Multinational Companies ◽  
Value For Money ◽  
Mass Market ◽  
Innovative Performance ◽  
The Creation ◽  
Acceptability Criteria

Emerging economies (EEs) are increasingly being considered as new sources of growth and innovation opportunities for global auto multinational companies. Many multinational companies from developed countries are eager to prosper in these economies. However, the crucial challenge that companies face today is to identify what precisely are the approaches required to serve mass market customers in EEs. In this research, the case study of a foreign auto multinational operating in India has been utilized. Focusing on the product innovation for the Indian masses with the creation of the most affordable car ‘Figo’ from the reputed auto multinational Ford, this analysis reveal the importance of engaging same set of suppliers in trust based, recurrent collaborative linkages to enhance the innovative performance. In addition, ensuring an effective value-for-money proposition is needed to achieve innovations with required affordability and acceptability criteria. Furthermore, experimenting with modules and resultant learning about markets are needed to enhance the innovative performance. With the suggested testable propositions, this study has significant theoretical contributions as well as implications for managers of aspiring companies intending to serve EEs.

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