2013
DOI: 10.4324/9780203064474
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Economics of Industrial Innovation

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Cited by 1,173 publications
(1,367 citation statements)
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“…First, if a given firm belongs to a growing industries (like computer and related activities), it is generally better to have offensive innovation strategy by investing in several types of innovation activities, such as internal and external R&D, training of employees, acquisition of machinery, and market introduction of innovation [56] 23 . This is because the return on investment in innovation activities is higher in this stage in compare with other stages of ILC.…”
Section: Resultsmentioning
confidence: 99%
“…First, if a given firm belongs to a growing industries (like computer and related activities), it is generally better to have offensive innovation strategy by investing in several types of innovation activities, such as internal and external R&D, training of employees, acquisition of machinery, and market introduction of innovation [56] 23 . This is because the return on investment in innovation activities is higher in this stage in compare with other stages of ILC.…”
Section: Resultsmentioning
confidence: 99%
“…Therefore the decision making by firms related to their internal learning processes or to their responses to external changes will also explain alterations at the IS level. A large literature exists when dealing with different innovative strategies of firms both at an individual and aggregate level (Freeman, 1974, Pavitt, 1984. As pointed out by Freeman (1974), in line with the Evolutionary Theory of firms, organizations differ in part due to their innovation strategies.…”
Section: Innovation Systems and The Innovative Strategies Of Firmsmentioning
confidence: 99%
“…A large literature exists when dealing with different innovative strategies of firms both at an individual and aggregate level (Freeman, 1974, Pavitt, 1984. As pointed out by Freeman (1974), in line with the Evolutionary Theory of firms, organizations differ in part due to their innovation strategies. The author suggested that whilst some companies follow traditional, dependent or imitative strategies and hardly get involved in R&D activities (apart from adaptive R&D), others present a more active behavior regarding innovation (defensive or offensive strategies).…”
Section: Innovation Systems and The Innovative Strategies Of Firmsmentioning
confidence: 99%
“…They contrasted it with the literature on innovation, which reflected a contingent approach to management of innovation for complex products or services. The particular dichotomized view -incremental versus radical innovationsuggested that organizations performing more innovative tasks (characterized by a greater degree of uncertainty) should be inherently different from those performing routine tasks or producing routine products (Abernathy & Utterback, 1978;Bart, 1988;Burton & Obel, 2004;C. Freeman, 1997).…”
Section: Theoretical Background On Project Complexity and Basic Propomentioning
confidence: 99%