Balancing absorptive capacity and inbound open innovation for sustained innovative performance: An attention-based view

Kim, Bongsun; Kim, Eonsoo; Foss, Nicolai J.

doi:10.1016/j.emj.2015.10.002

Cited by 105 publications

(94 citation statements)

References 49 publications

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“…The resulting lower level of attention to environmental management in the organization encourages managers to privilege less disruptive and less intrusive technologies to address environmental issues-in other words, pollution control devices. As such, the empirical analysis supports the ABV and recent related environmental management research (Pinske and Gasbarro, 2016;Kim, et al 2016). Another theoretical contribution resides in the fact that most studies does not fully account for the business context when studying the adoption of environmental technologies.…”

Section: Discussion and Concluding Remarksmentioning

confidence: 51%

“…The literature suggests that as constraints increase on resources including attention, the propensity to innovate is reduced (Kim et al, 2016). Resource constraints can also bias managers toward the exploitation of existing procedures and operations capabilities rather than exploring new ways of operating (March, 1991).…”

Section: Linking Supply Chain Uncertainty To Environmental Managementmentioning

confidence: 99%

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Supply chain uncertainty and environmental management

Vachon

Hajmohammad

2016

AJSSR

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This manuscript examines the impact of supply chain uncertainty on environmental management spending in manufacturing plants. Building on the attention-based view of the firm (ABV), the basic premise is that with increased uncertainty in the supply chain, managers' attention to environmental management lessens which in turn leads to (i) fewer resources devoted to green issues within the plant and (ii) a bias to use resources toward less disruptive pollution control approaches rather than pollution prevention approaches. Data from a survey of 251 Canadian manufacturing plants was used to test the link between the level of uncertainty in the supply chain and environmental management decisions. The results indicate that supply chain uncertainty does not have a substantial impact on the level of environmental spending in a plant but has a substantial and significant impact on the allocation of the spending between pollution prevention and pollution control. More particularly, as supply chain uncertainty increases, organizations shift their resources away from pollution prevention to favor pollution control approaches.

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Section: Discussion and Concluding Remarksmentioning

confidence: 51%

Section: Linking Supply Chain Uncertainty To Environmental Managementmentioning

confidence: 99%

Supply chain uncertainty and environmental management

Vachon

Hajmohammad

2016

AJSSR

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“…Although previous studies have connected AC and OI (e.g. Clausen, 2013;Escribano et al, 2009;Huang & Rice, 2012;Rothaermel & Alexandre, 2009), examination of the two components of AC in the context of various types of OI has been scarce (Kim et al, 2016). The fact that we have differentiated between the abilities to identify and assimilate external knowledge from the abilities to transform and exploit it, give a better understanding of how managers can modulate their efforts to leverage the impact of external knowledge on a firm's radical innovation.…”

Section: Discussionmentioning

confidence: 99%

External knowledge search, absorptive capacity and radical innovation in high-technology firms

Flor

Cooper

Oltra

2018

European Management Journal

265

223

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“…Similarly, studies on absorptive capacity have emphasised how the ability to assimilate and exploit new knowledge is a result of internal R&D investments (Cohen and Levinthal, 1990). A strong focus on external technology acquisition in place of internal R&D has been considered a weakness (Kim et al, 2016). So far, the question of whether (and how) companies with low internal R&D resources can successfully substitute internal R&D with open innovation has remained poorly understood (Dahlander and Gann, 2010;Tanskanen et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Can supplier innovations substitute for internal R&D? A multiple case study from an absorptive capacity perspective

Pihlajamaa

Kaipia

Säilä

et al. 2017

Journal of Purchasing and Supply Management

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Prior literature suggests that significant internal R&D resources are needed to leverage suppliers for innovation and that external knowledge sources can be used to complement the internal knowledge base. Based on the analysis of four inbound open innovation projects at Fortum, a multinational energy utility company, we argue that companies with low R&D intensity may adopt an alternative approach which aims at substituting -not merely complementing -internal R&D with external innovations. We adopt the absorptive capacity perspective while investigating the cases and focus on four distinct capabilities: acquisition, assimilation, transformation, and exploitation. We find that the substitution approach consists of short-term research on new technological areas in order to gain the ability to identify and evaluate alternative technologies, as well as joint business models and operations based on complementary capabilities between the parties. The cases also suggest that the innovation process requires significant collaboration and the buying company's supplier management capabilities may improve the success of inbound open innovation projects of this type.

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Balancing absorptive capacity and inbound open innovation for sustained innovative performance: An attention-based view

Cited by 105 publications

References 49 publications

Supply chain uncertainty and environmental management

Supply chain uncertainty and environmental management

External knowledge search, absorptive capacity and radical innovation in high-technology firms

Can supplier innovations substitute for internal R&D? A multiple case study from an absorptive capacity perspective

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