Complementary Resources and the Exploitation of Technological Innovations

King, David R.; Covin, Jeffrey G.; Hegarty, W. Harvey

doi:10.1016/s0149-2063_03_00026-6

Cited by 50 publications

(42 citation statements)

References 89 publications

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“…Large, mature firms enter into strategic alliances with small firms and start-ups to benefit from their product innovativeness and adaptability (King et al, 2003). Therefore, large, established corporations and small start-ups enter alliances because of their complementary resources that, among other things, result from the organizations' difference in size.…”

Section: Firm Sizementioning

confidence: 99%

Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit

Decker

Baade

2016

J Brand Manag

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This study explores how consumers evaluate co-branding alliances between dissimilar partner firms. Customers are well aware that different firms are behind a co-branded product and observe the partner firms' characteristics. Drawing on signaling theory, we assert that consumers use organizational characteristics as signals in their assessment of brand fit and for their purchasing decisions. Some organizational signals are beyond the control of the co-branding partners or at least they cannot alter them on short notice. We use a quasi-experimental design and test how cobranding partner dissimilarity affects brand fit perception. The results show that co-branding partner dissimilarity in terms of firm size, industry scope, and country-of-origin image negatively affects brand fit perception. Firm age dissimilarity does not exert significant influence. Because brand fit generally fosters a benevolent consumer attitude towards a co-branding alliance, the findings suggest that high partner dissimilarity may reduce overall co-branding alliance performance.

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Section: Firm Sizementioning

confidence: 99%

Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit

Decker

Baade

2016

J Brand Manag

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“…The resource-based view (Barney 1991;Wernerfelt 1984) argues that firms' resources affect their competitive advantage and innovation (Galunic and Rodan 1998;King and Hegarty 2003). Prior research has examined the impact of resource constraints (Rao and Drazin 2002) and slack resources (Daniel et al 2004) on innovation and firm performance.…”

Section: Control Variablesmentioning

confidence: 99%

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Su¹,

McNamara²

2012

Technology Analysis & Strategic Management

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This study examines the evolution of exploration and exploitation within intra-organisational domains, specifically, the technological and market knowledge domains in high-technology firms. It simultaneously tests the interaction between exploration and exploitation across domains. Furthermore, this paper examines the impact of firm-level failure experience on exploration and exploitation within each domain. Based on longitudinal analysis of crossnational panel data on drug development initiatives obtained from 191 biopharmaceutical firms from 1990 to 2008, we find a negative relationship between firms' innovation experience and exploration orientation within domains. Technological exploration and market exploration are competing with each other. We further find that failure experience stimulates technological search but not market search. This work contributes to the exploration and exploitation literature by extending domain separation to the internal context of an organisation theoretically and empirically. It further contributes by using performance feedback theory to explore the impact of failure on exploration and exploitation.

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“…The study supports previous allegation made the existence of relationship between green alliances and green marketing quality practices. Firms adopting green alliances shall benefited in many ways: greater access to complementary resources for value creation (King et al, 2003) partners benefits sharing (Lavie, 2009;Destri and Dagnino, 2005), foster innovation by complementary resources (Park et al, 2004) through a value network (Amit and Zott, 2001) increasing benefits through lowering costs (Chwen et al, 2006), risk sharing (Kogut, 1988), allowing specialization advantages (Chen and Paulraj, 2004), learning (Bouncken et al, 2014), and utilizing complementary resources (Park et al, 2004). Green alliances motivate firms to adopt high quality green marketing practices as they face stiff competition from other green companies in the market.…”

Section: Discussionmentioning

confidence: 99%

“…Firms can utilize an alliance or partnership to enhance the green orientation (green alliances). Alliances allow access to complementary resources for value creation (King et al, 2003). The variable is measured using four indicators: willingness to learn collectively, willingness to accept resources sharing, being a member of related associations, willingness for knowledge sharing.…”

Section: Variablesmentioning

confidence: 99%

DETERMINANTS OF GREEN MARKETING QUALITY PRACTICES AMONG SMALL MEDIUM ENTERPRISES (SMEs)

Adawiyah

2018

EKUITAS

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The phenomenon of green marketing practices is growing in popularity. People are becoming more sensitive towards environmental issue which is a favorable social consciousness. Considering substantial numbers of small and medium enterprises (SMEs) operating in Indonesia, there is a need for assessing the environmental impacts of their operations. The study aims at determining the antecedents of green marketing quality practices among SMEs. The sample of study was exportoriented SMEs located in Banyumas Regency Central Java Indonesia. One hundred and twenty-five companies were selected as the respondents of the study. Data were gathered using questionnaire containing items measured using Likert scale. Data were analyzed using multiple linear regressions, and the finding showed that all independent variables except environmental consciousness have significant influence on green marketing quality practice by SMEs. The most influential factor on marketing quality of SMEs was social impressions. The implication of the study is that every SME should always put their best effort in preventing environmental damaged resulting from companies' operation. Location in where sample was selected was conveniently determined (convenient sampling). Including other provinces as research locations might improve the representativeness of the data, and might ultimately give different result on this area of study.

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Complementary Resources and the Exploitation of Technological Innovations

Cited by 50 publications

References 89 publications

Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit

Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

DETERMINANTS OF GREEN MARKETING QUALITY PRACTICES AMONG SMALL MEDIUM ENTERPRISES (SMEs)

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