Complementarity between In-house R&amp;D and Technology Purchasing: Evidence from Chinese Manufacturing Firms

Hou, Jun; Mohnen, Pierre

doi:10.1080/13600818.2013.807910

Cited by 42 publications

(25 citation statements)

References 58 publications

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“…For small and medium-size manufacturing firms in China, Hou and Mohnen (2011) found that external R&D has no impact on innovation outcomes and it affects the creation of new products only by working in combination with internal R&D (no effect is found on process innovation).…”

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confidence: 99%

Innovation strategies and employment in Latin American firms

Crespi

Zúñiga

2013

Structural Change and Economic Dynamics

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2This study examines the impact of innovation strategies on employment growth in four Latin American countries (Argentina, Chile, Costa Rica, and Uruguay) using micro-data for manufacturing firms from innovation surveys. Building on the model proposed by Harrison et al. (2008), we relate employment to three innovation strategies: make only (R&D), buy only (external R&D, licensing of patents and know-how, technical assistance, and other external innovation activities) and make and buy (mixed strategy). Firms that conduct in-house innovation activities ("make only") have the greatest impact on employment; the "make and buy" strategy comes in second. Similar results are found for small firms. These results highlight the importance of fostering in-house technological efforts not only for innovation per se, but also to promote growth in firm employment. The impact of "make only" strategies is greater in high-tech industries, whereas "make only" and "make and buy" have a similar impact on employment in low-tech industries. Finally, the study provides evidence of the mechanisms through which innovation strategies affect employment. The findings show that innovation strategies enhance technological innovation, but their impact differs between product and process innovation. Product innovation is mainly motivated by in-house technology investments, followed by mixed strategies, whereas process innovation is basically driven by "buy" strategies.JEL: O12, O14, O31, O33, O40, J21

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mentioning

confidence: 99%

Innovation strategies and employment in Latin American firms

Crespi

Zúñiga

2013

Structural Change and Economic Dynamics

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“…The issue has been tackled most comprehensively by Veugelers (1997) and Veugelers and Cassiman (1999) who, based on data for Flamish and Belgium firms, find that firms tend to combine internal and external sources of technology and that R&D cooperation has a significant positive effect on internal R&D only if the companies have sufficient absorptive capacity, i.e. internal R&D. Hou and Mohnen (2011) come to the same conclusion in the case of complementarity between in-house R&D and external technology acquisition in Chinese manufacturing firms. Becker and Dietz (2004) find that the intensity of in-house R&D of German firms stimulates the probability and the number of R&D cooperations with other firms and institutions, while Jiang and Li (2009) (also for German firms), claim that knowledge sharing, knowledge creation and their interaction significantly contribute to partner firms' innovative performance.…”

Section: Empirical Evidencementioning

confidence: 61%

Relevance of innovation cooperation for firms’ innovation activity: the case of Slovenia

Jaklič

Damijan

Rojec

et al. 2014

Economic Research-Ekonomska Istraživanja

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The paper analyses the importance of innovation cooperation on the innovation activity of Slovenian firms, and puts it within the broader context of firm's innovation activity determinants. Probit estimations based on firm-level data confirm that, next to R&D spending, innovation cooperation is the most important factor in firms' probability to innovate. This paper is the first to explicitly analyse the effect of variety and different types of innovation cooperation. Within innovation cooperation, a significant and positive effect on innovation activity is confirmed for domestic as well as for international innovation cooperation, for public as well as private cooperation, especially with customers, suppliers and advisors, but not for cooperation with public institutions such as universities and R&D institutes. Innovation cooperation should, thus, be more intensively promoted, especially in countries that lag behind in own R&D spending.

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“…Whereas Abraham, Konings, and Slootmaekers (2010) find positive spillover effects from the presence of international firmsand especially from the presence of international joint ventures, Fu and Gong (2011) find mixed evidence for spillovers through foreign R&D. Several studies investigate the possibility to learn from the purchase of foreign technology. A complementarity of in-house R&D and purchasing of technology has been found for patenting (Li, 2011), product innovations (Hou & Mohnen, 2011), and TFP (Hu, Jefferson, & Jinchang, 2005).…”

Section: Prior Evidence On Knowledge Acquisition By Chinese Firmsmentioning

confidence: 99%

“…For Chinese firms there is mixed evidence on the influence of FDI (Fu & Gong, 2011) and positive evidence that purchasing of technology is increasing productivity (Hou & Mohnen, 2011). However, the effectiveness of different types of own R&D activity have not been analyzed so far.…”

Section: Introductionmentioning

confidence: 99%

In-house R&D and External Knowledge Acquisition – What Makes Chinese Firms Productive?

Boeing

Mueller

Sandner³

2014

AMPROC

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Complementarity between In-house R&D and Technology Purchasing: Evidence from Chinese Manufacturing Firms

Cited by 42 publications

References 58 publications

Innovation strategies and employment in Latin American firms

Innovation strategies and employment in Latin American firms

Relevance of innovation cooperation for firms’ innovation activity: the case of Slovenia

In-house R&D and External Knowledge Acquisition – What Makes Chinese Firms Productive?

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