Converting inventions into breakthrough innovations: The role of exploitation and alliance network knowledge heterogeneity

Cohen, Susan K.; Caner, Turanay

doi:10.1016/j.jengtecman.2016.03.002

Cited by 49 publications

(32 citation statements)

References 73 publications

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“…In the last two decades, innovation has become a topic commonly explored by researchers, scholars of business sciences, politicians as well as private and public business people (Purcarea et al, 2013). Similarly, it is common to find in the literature that innovation is regarded as an individual and collective learning process that facilitates the solution of problems (Cohen & Caner, 2016;Alegrea & Chiva, 2008). As a result, innovation is defined in the literature as the creation or improvement of products, processes, management systems or new ways of selling new products or existing ones (Gerwin & Barrowman, 2002).…”

Section: Introductionmentioning

confidence: 99%

Innovation capabilities and performance: are they truly linked in SMEs?

Maldonado-Guzmán

Garza‐Reyes

Castro

et al. 2019

IJIS

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Section: Introductionmentioning

confidence: 99%

Innovation capabilities and performance: are they truly linked in SMEs?

Maldonado-Guzmán

Garza‐Reyes

Castro

et al. 2019

IJIS

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“…All other drugs (e.g., drugs that are based on new formulations of previously approved active substances) receive a different (i.e., non-NME) classification by the FDA. Recent studies have categorized NME drugs as radically innovative and non-NME drugs as incrementally innovative (e.g., Cohen and Caner 2016 ; Dunlap et al 2014 ; Fernald et al 2017 ).…”

Section: Resultsmentioning

confidence: 99%

“…Knowledge creation in the pharmaceutical industry is expensive, risky, and time consuming, making it very challenging for a single company to comprehensively create knowledge on its own (Karamanos 2016 ). Because of this, pharmaceutical firms frequently collaborate with other pharmaceutical companies, universities, and/or public research institutes (Cohen and Caner 2016 ; Fagerberg et al 2005 ; Karamanos 2016 ; Quintana-García and Benavides-Velasco 2011 ). Through R&D collaborations, participating parties can effectively combine internal with external knowledge (Jong and Slavova 2014 ).…”

Section: Narrative Synthesismentioning

confidence: 99%

“…Alliances with other pharmaceutical companies, universities, and/or public research institutes are likely to lead to an increase in radical drug innovations through several mechanisms, most notably the exchange of knowledge. Dunlap-Hinkler et al ( 2010 ) argue that alliances bring about synergistic learning opportunities, knowledge development, and creative solutions; partners effectively learn from each other and are inspired toward greater creativity (Cammarano et al 2017b ; Cohen and Caner 2016 ; Jong and Slavova 2014 ; Quintana-García and Benavides-Velasco 2011 ). Cohen and Caner ( 2016 ) show that when firms partner with organizations that have unique technological expertise, they increase their likelihood of developing radical drug innovations.…”

Section: Narrative Synthesismentioning

confidence: 99%

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Determinants of radical drug innovation: a systematic literature review

2021

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Radical drug innovations are of great importance to pharmaceutical firms and public health. Understanding the determinants involved in successful radical drug innovations is key to increasing this type of output in the future. The objective of this review is to search the literature for key firm-level determinants of radical drug innovation. Following a systematic literature review approach, we considered more than 4100 peer-reviewed journal articles and PhD theses, of which we included 38 in the narrative synthesis. To guide the review, we use Crossan and Apaydin’s (J Manag Stud 47:1154–1191, 2010) model of firm-level determinants of innovation for the first time within the pharmaceutical industry, which is unique due to the risks, costs, and time frames associated with radical drug innovation. We focus on three groups of determinants: leadership, managerial levers, and business processes. We find the following to be particularly important for radical drug innovation: external knowledge sourcing (managerial lever); internal knowledge management (managerial lever); ability of top leaders to innovate, as determined by educational background and professional experience (leadership); and leaders’ focus on shaping innovation and performance cultures (leadership). We offer a conceptual framework of critical determinants of radical drug innovation and highlight managerial implications. We also discuss gaps in radical drug innovation research and provide suggestions for future study. Many of the findings discussed in this paper are contradictory because they rely on different definitions and measures, which inhibits our full and accurate understanding of radical drug innovation development. More research is needed to address untested measures of radical drug innovation.

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“…This poses challenges for management, as these two goals of streamlining processes vs. creating an environment to nurture innovation require the organisation to have quite a different set of capabilities and processes, as well as a different culture (Christensen, 1997;Govindrajan and Trimble, 2005). Therefore, it is vital to understand the practices that are required for developing radical innovations while simultaneously succeeding in the main business-that is, possessing the right balance of exploration and exploitation capabilities (Cohen and Caner, 2016;March, 1991).…”

Section: Introductionmentioning

confidence: 99%

Managing radical innovations in established companies

Heikkinen

Belt

Möttönen

et al. 2018

IJMP

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Established companies need to take several aspects into account when considering the management of radical innovations and must simultaneously ensure the profitability and functioning of the existing business. The main contribution of this study lies in exploring how radical and incremental innovations are separated and managed. The article intends to clarify how companies can evaluate ideas, organise decision-making, utilise external parties optimally, and organise innovation activities while ensuring adequate linkages to existing business processes. This study analyses the practical implementation of innovation activities in a leading telecom company with advanced practices for managing innovations. The case company has established a separate innovation unit and defined a process for radical innovations. Linkages to other existing development processes are strengthened by including key personnel from these processes in the company's innovation process. These arrangements aid in acknowledging numerous aspects presented in the literature in conjunction with radical innovations.

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Converting inventions into breakthrough innovations: The role of exploitation and alliance network knowledge heterogeneity

Cited by 49 publications

References 73 publications

Innovation capabilities and performance: are they truly linked in SMEs?

Innovation capabilities and performance: are they truly linked in SMEs?

Determinants of radical drug innovation: a systematic literature review

Managing radical innovations in established companies

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