Leveraging open innovation strategies for fueling eco-innovation performance in dynamic environments

Purpose Despite the rising interest in eco-innovation, few studies have examined how open innovation (OI) actually increases eco-innovation performance. Drawing on capabilities theory, this study aims to investigate how two specific organizational capabilities (alliance management capability and absorptive capacity) individually complement OI strategies (inbound and outbound) to increase eco-innovation performance, while taking into consideration high and low levels of environmental uncertainty. Design/methodology/approach To test the hypotheses, the authors used a primary survey and secondary proxy data sources from 232 Taiwan-based manufacturing firms. The authors collected survey data for measuring OI strategies, followed by secondary proxy data for measuring alliance management capability, absorptive capacity, environmental uncertainty and eco-innovation performance. Findings The results indicate that in highly dynamic environments, alliance management capability complements inbound/outbound strategies to increase eco-innovation performance. However, absorptive capacity complements only inbound strategies, not outbound strategies. Practical implications These findings have important implications for managers attempting to increase eco-innovation performance by using OI in dynamic environments. Social implications The findings provide new evidence that configurations of OI alone are not enough for increasing eco-innovation performance. Instead, firms’ eco-innovation benefits more when OI are complemented by alliance management capability. Originality/value This study makes an original contribution to the eco-innovation literature by demonstrating how organizational capabilities complement OI to increase eco-innovation performance in dynamic environments.

Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability

Strategy scholars have proposed that capacity for managing alliance can be a source of superior performance. This study focuses on the role of this capacity, and investigates how alliance management capability of entrepreneurial firms affects the relationship between a firm’s allying and its performance. Because the capability is inherently unobservable, we take alliance experience and average duration of each alliance as proxy variables for measuring alliance management capability. An analysis of multiple allies of entrepreneurial ventures in Korean photovoltaic industry indicate that capacity for managing varying allies, and alliance type positively moderate the relation between alliance and its innovation outcomes.

The impact of partner similarity on alliance management capability, stability and performance

Purpose The purpose of this paper is to investigate significant impact of partner similarity on the success of horizontal alliances in logistics service providers (LSPs) from China. Design/methodology/approach Primary data were collected via questionnaire distribution to 380 Chief Executive Officers and Managing Directors in 262 small and medium logistics enterprises in China. There are 316 valid questionnaires for further analysis with 83 percent accuracy in response rate. Structural equation modeling was used to test the impact of partner similarity on alliance management capability, stability and performance. Findings Partner similarity and logistics alliance management capability (LAMC) are positively correlated to alliance stability and performance in horizontal alliances among Chinese LSPs, especially competence similarity and cultural similarity. Moreover, alliance stability mediates the impact of partner similarity and LAMC on alliance performance. Research limitations/implications The basic limitation of this research is to collect data just from small and medium logistics enterprises that operate in China with sample size (n=316). This research could further be extended to other regions in China or other countries. Practical implications This research verifies the positive relationship between partner fit and management capability. Besides, based on research findings, the research proposes guidelines for LSPs pursuing horizontal alliances Originality/value This research proposes an experimental model for Chinese LSPs to cooperate successfully and build horizontal alliances in order to increase their effective customer response capability.