Does external knowledge sourcing matter for innovation? Evidence from the Spanish manufacturing industry

2009 ◽  
Vol 18 (4) ◽  
pp. 637-670 ◽  
Author(s):  
J. Vega-Jurado ◽  
A. Gutierrez-Gracia ◽  
I. Fernandez-de-Lucio
Keyword(s):  
Manufacturing Industry ◽  
Knowledge Sourcing ◽  
External Knowledge

scholarly journals Does External Knowledge Sourcing Enhance Market Performance? Evidence from the Korean Manufacturing Industry

PLoS ONE ◽  
2016 ◽  
Vol 11 (12) ◽  
pp. e0168676 ◽  
Author(s):  
Kibaek Lee ◽  
Jaeheung Yoo ◽  
Munkee Choi ◽  
Hangjung Zo ◽  
Andrew P. Ciganek
Keyword(s):  
Manufacturing Industry ◽  
Market Performance ◽  
Knowledge Sourcing ◽  
External Knowledge

THE IMPORTANCE OF INTERNAL KNOWLEDGE GENERATION AND EXTERNAL KNOWLEDGE SOURCING FOR SME INNOVATION AND PERFORMANCE: EVIDENCE FROM IRELAND

2019 ◽  
Vol 23 (07) ◽  
pp. 1950069
Author(s):  
JUSTIN DORAN ◽  
NOIRIN McCARTHY ◽  
MARIE O’CONNOR
Keyword(s):  
Research And Development ◽  
Product Innovation ◽  
Process Innovation ◽  
Policy Implications ◽  
Knowledge Generation ◽  
Knowledge Sources ◽  
Knowledge Sourcing ◽  
External Knowledge ◽  
And Performance ◽  
The Impact

This paper analyses the knowledge sourcing, transformation, and exploitation stages of the innovation value chain for a sample of Irish small to medium sized enterprises (SMEs) using Community Innovation Survey data. It explores the role of internal research and development (R&D) and external knowledge on SMEs’ innovation and performance. The open innovation paradigm, which stresses the importance of external linkages, is used to examine the impact of different external knowledge sources on SMEs’ innovation. The consideration of external linkages in the innovation performance of SMEs is crucial as these firms may be constrained in their ability to perform R&D due to their size. The analysis expands the traditional CDM methodology beyond the consideration of research and development as the sole source of knowledge for innovation by also considering a range of potential external knowledge sources. The findings indicate that SMEs generate knowledge internally through the performance of R&D, while also exploiting linkages to external agents. However, the impact of external sources of knowledge is not uniform. The results suggest that backward linkages have a positive impact on SME product innovation, but negatively affect SME process innovation, while public knowledge sources are positively related to the probability of product innovation occurring. This may have important policy implications. Finally, process innovation is also found to be a key determinant of SME productivity, while product innovation has no impact on SME performance.

External information sourcing and lead-time advantage in product innovation

2020 ◽  
Vol 21 (5) ◽  
pp. 709-726
Author(s):  
Kristof Van Criekingen
Keyword(s):  
Lead Time ◽  
External Information ◽  
Knowledge Sourcing ◽  
Community Innovation Survey ◽  
Firm Level ◽  
Content Type ◽  
External Knowledge ◽  
Sourcing Strategy ◽  
Advantageous Position ◽  
Changing Economy

PurposeHaving a short throughput time for innovation projects, i.e. lead-time, can put firms in an advantageous position. The time that lapses between a project’s start and its completion, is influenced not only by the firm's internal capabilities but also by how the firm connects to external knowledge. This paper assesses the relation between knowledge sourcing and lead-time advantage.Design/methodology/approachThis paper empirically tests the relation between external knowledge sourcing and lead-time advantage based on firm level Community Innovation Survey (CIS) data.FindingsI find that breadth and depth of the external knowledge sourcing are positively relating to lead-time advantage, albeit with diminishing returns. Investment into absorptive capacity, i.e. internal R&D, mitigates the diminishing of returns. Firms directing their external knowledge sourcing strategy toward consumers, suppliers and science are better able to capitalize on their innovations through lead-time advantages and firms also benefit from the special case of collaboration for product development.Originality/valueThe conceptual novelty of this research largely consists in empirically bringing together for the first time conceptualizations of external knowledge sourcing and the strategic use of lead-time. Given the prevalence of both concepts in the modern and fast changing economy, investigating this link is of great importance.

Organizing for External Knowledge Sourcing

2011 ◽  
Vol 8 (3) ◽  
pp. 111-116 ◽  
Author(s):  
MASSIMO G. COLOMBO ◽  
LARISSA RABBIOSI ◽  
TOKE REICHSTEIN
Keyword(s):  
Knowledge Sourcing ◽  
External Knowledge

Alles F&E? Performance-Effekte phasenspezifischer externer Kooperation in KMU

2020 ◽  
Vol 68 (1) ◽  
pp. 31-55
Author(s):  
Philipp Schulz
Keyword(s):  
Research And Development ◽  
Absorptive Capacity ◽  
Resource Constraints ◽  
Knowledge Sourcing ◽  
Resource Based View ◽  
External Knowledge ◽  
Kleine Und Mittlere Unternehmen ◽  
Stage Specificity ◽  
Forschung Und Entwicklung ◽  
External Collaboration

Zusammenfassung Kleine und mittlere Unternehmen (KMU) sind stark auf externes Wissen angewiesen. Gleichzeitig weisen KMU einen geringen Strukturierungsgrad in der unternehmensinternen Forschung und Entwicklung (F&E) auf, wodurch der Zugriff auf externes Wissen auch über kooperative F&E hinaus erfolgen muss. Basierend auf Argumenten aus der ressourcenbasierten Sicht auf das Unternehmen (RBV) und aus der Forschung zu organisationaler Absorptionsfähigkeit wird argumentiert, dass KMU in verschiedenen Phasen des Innovationsprozesses von der Kooperation mit unternehmensexternen Partnern profitieren. Die aufgestellten Hypothesen werden anhand von Daten aus dem Mannheimer Innovation Panel (MIP) getestet. Der Datensatz umfasst 1.475 KMU. Der Einfluss von phasenspezifischer Kooperation auf den innovativen Umsatz geht weit über F&E hinaus und ist vom gewählten Partner abhängig. Abstract Small and medium sized enterprises (SMEs) strongly depend on external knowledge. At the same time, SMEs face several resource constraints. Especially the marginally structured internal research and development (R&D) function leads to knowledge sourcing beyond cooperative R&D. Using arguments from the Resource-Based View of the firm (RBV) and Absorptive Capacity (AC), this study hypothesizes on external collaboration and innovative sales taking partner- and stage-specificity into account. Data originates from the Mannheim Innovation Panel (MIP) comprising 1.475 SMEs Results suggest a broad impact of stage-specific collaboration on innovative sales, which depends on the type of partner.

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