DUI it yourself: Innovation and activities to promote learning by doing, using, and interacting within the firm

Abstract

Implicitly or explicitly, much innovation policy treats investments in research and development (R&D) as the main input to innovation. A large body of literature in innovation studies has challenged this, highlighting the role of external sources of innovation and of innovation based on learning by doing, using and interacting (DUI). Nonetheless, there has been limited empirical research on how firm-internal activities to promote DUI affect innovation, and on how important such activities are relative to internal R&D and to external sources of knowledge. We also know little about how internal DUI activities interact with internal R&D and with external knowledge sourcing. We address these gaps using Norwegian Community Innovation Survey data from 2010. We find that internal DUI is an important driver of new-to-market product innovation. Further, the results show partial substitution effects between internal DUI and internal R&D, as well as between internal DUI and external DUI.

INNOVATION WITHOUT R&D: HOW IS THIS POSSIBLE? KNOWLEDGE SPILLOVERS AND DUI MODE OF INNOVATION ON THE EXAMPLE OF GERMAN ENTERPRISES

“…Внутренний DUI -способность организации поддерживать обучение на основе опыта и обмена знаниями между сотрудниками. Внутренний DUI заменяет собой внутренние НИОКР [9]. Как верно заметил Б.-А.…”

Reconfiguration of Technological and Innovation Capabilities in Mexican SMEs: Effective Strategies for Corporate Performance in Emerging Economies

“…The first is based on science and technology (STI) for the development of a relevant product based on high research and development expenses, including investments in human resources and technologies. This innovation is supported by interactions and relationships with centers that produce new knowledge (research centers and universities) and generate codified and explicit knowledge that can be used by the company to produce innovations (Haus-Reve et al 2022). The second approach stresses the importance of practice-and interaction-based innovation that relies on learning by doing, using, and interacting (DUI).…”

“…The second approach stresses the importance of practice-and interaction-based innovation that relies on learning by doing, using, and interacting (DUI). In this modality, innovation is generated mainly by organizational capacity through formal and informal exchanges internal to the company but also with interactions between suppliers, customers, and competitors (Haus-Reve et al 2022). Without a doubt, digital or technological transformation in organizations is on the rise (Oesterreich et al 2022).…”