A conceptual model and illustrative research framework for inter‐organizational innovation

Abstract

PurposeThe purpose of this paper is to develop an integrated model, which incorporates the influence of different dimensions of power on various sub‐components of continuous innovation in inter‐firm networks using the product development process (PDP) as the unit of analysis.Design/methodology/approachA theoretical framework is developed initially. The theoretical framework is supported by two illustrative examples from the aerospace industry. Semi‐structured interviews, observation and template analysis are proposed as suitable data collection and analysis methods.FindingsThe paper offers a view on how the PDP is facilitated and/or constrained due to this interweavement. The paper offers five tentative initial templates surrounding the themes discussed.Research limitations/implicationsThe conceptual framework is still in its nascent stage and requires substantial empirical work. As the relationships between power and knowledge in inter‐firm networks are currently under‐researched it might be worthwhile considering a qualitative approach to widen our understanding of the interrelationships of the concepts before embarking on a quantitative research endeavour.Originality/valueThis paper provides a conceptual model of how four dimensions of power influence the integration of sub‐components of continuous innovation throughout the high‐phased stage‐gate process in an inter‐firm network.

Conflict handling in small firms’ foreign business relationships

“…In each conflict situation, we examined the information mentioned and then sought similar or specific patterns among firms (Czakon and Czernek, 2016). We use identified conflict situations as "illustrative examples" (Chaston and Mangles, 2000;Matheus, 2009). This approach enables us to see and categorise diversified sources of conflicts in small firms' foreign relationships.…”

“…As already underlined, to the best of our knowledge, the literature lacks analyses of conflicts regarding small firms that operate in foreign markets and that is why we focus our literature review on conflicts in general and on conflicts in international activities in particular. Next, we describe our research method, which is based on illustrative examples (Chaston and Mangles, 2000;Matheus, 2009) and in-depth interviews with key informants of six small firms. The data analysis includes identification of the sources of conflict situations in foreign business relationships, their outcomes and actions taken to handle the conflicts.…”

Strategic HRM, Innovation and HR Delivery for Human Resource Management, Innovation and Performance

“…Second, research into the shift from linear and closed models of innovation to the more open and user-centric models that we see in many sectors, pursued as a result of higher levels of uncertainty, has increased the costs of R&D, and shortened innovation cycles (Chesbrough, 2003(Chesbrough, , 2004Huston & Sakkab, 2007;Ojasalo, 2008;Matheus, 2009;Igartua, Garrigós & Hervas-Oliver, 2010).…”

Trusting the power: Facilitating a modal shift in relationships between shippers and logistics service providers

“…The dimensions of power are intertwined, and each dimension alone is inadequate. Thus, to influence actions, the power of resources can influence awareness; moreover, the power of processes can influence values and the power of meaning can legitimise change (Hardy, 1996;Matheus, 2009). In accordance with Hardy (1996), this paper focuses first on the first three dimensions of power (i.e., resources, processes and meaning), discussing the power of the system towards the end of the paper.…”

“…Examples of elements constituting the power of resources, processes, meaning, and the system (adapted from Hardy, 1996;Matheus, 2009). influence specific actions, the principles of behaviour modification are used, but such power is limited by requiring the continuous use of carrot and stick, with the risk of a backlash from the people over whom it is being exerted.…”