How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration

Integration mechanisms for different types of innovation: case study in innovative companies

“…Another important mechanism is the "use of regular collaboration between people from the exploitative and explorative product innovation" (MCFI3) proposed by the respondents and not identified in the literature review. Two connectedness mechanisms, "generating the free flow of ideas and information" (MC6) and "encouraging ideas and contributions" (MC7), were also well used by the companies and were also modified by the respondents, being closer to the reality of the analyzed relationship, but maintaining the importance of the culture of freedom dimension for integration, as already pointed out by Jansen et al (2009), Colombo et al (2014), Wang & Rafiq (2014), Gütttel et al (2015, and Xu et al (2017). The exchange of information, made possible by reports and databases, among others (MC3, MC4), are is also another mechanism modified by the respondents, but associated with the literature that shows the importance of formal and informal connectedness for knowledge exchange (Chen & Kannan-Narasimhan, 2014;Colombo et al, 2014;Gütttel et al, 2015;Jansen et al, 2009;Westerman et al, 2006).…”

“…This high use may be due to the use of cross-functional teams to develop products that bring people related to the activities of exploitative process innovation. The importance of this mechanism had already been highlighted in the literature due to the possibility of information exchange of knowledge and experiences (Colombo et al, 2014;Jansen et al, 2009;Xu et al, 2017). Other important cross-functional interface mechanisms are "involvement of people related to exploitative process innovation activities in explorative product innovation activities for knowledge exchange" (MCFI2) and "use of regular collaboration between the exploitative and explorative process innovation activities/units" (MCFI3).…”

“…job rotationJansen et al (2009);Güttel et al (2015) Use of regular collaboration between units and liaison personsJansen et al (2009);Gassmann et al (2012) Use of cross-functional teams for the exchange of knowledge between unitsJansen et al (2009); Colombo et al (2014); Xu, Cui, Qualls, & Zhang (2017) Connectedness Use of regular information and knowledge exchange between units/projects Jansen et al (2006); Jansen et al (2009); Su et al, (2011); Gassmann et al (2012); Colombo et al (2014); Chang & Hughes (2014); Wang & Rafiq (2014); Güttel et al (2015); Xu et al (2017) Use of regular goals and objectives sharing Jayawarna & Holt (2009); Gassmann et al (2012); Chen & Kannan-Narasimhan (2014); Xu et al (2017) Use of informal talks and regular meetings for socialization and exchanging information between people from units Westerman et al (2006); Jansen et al (2009); Jayawarna & Holt (2009); Chen & Kannan-Narasimhan (2014); Colombo et al (2014); Gütttel et al (2015) Consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects Jansen et al (2009); Colombo et al (2014); Wang & Rafiq (2014); Gütttel et al(2015);Xu et al, (2017) …”

“…After stage 1: MC6: Is there the free flow of ideas and information from exploitative product innovation activities/units to explorative product innovation activities/units? Mechanism changed due to the responses in stage 1 in stage 1Jansen et al (2009);Colombo et al (2014); Wang &Rafiq (2014); Gütttel et al(2015);Xu et al (2017) Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC7: Is there the encouragement of ideas and contributions from exploitative product innovation activities/ units to explorative product innovation activities/units Mechanism changed due to the responses in stage 1 in stage 1Jansen et al (2009); Colombo et al(2014);Wang & Rafiq (2014); Gütttel et al (2015are the benefits of the integration between exploitative product innovation and explorative product innovation?…”

Desempenho Da Gestão De Portfólio De Produtos: Proposta De Modelo Teórico Conceitual Apoiado Por Integração Interfuncional E Socialização

“…Nonaka, Toyama e Konno (2000) e Xu et al (2017) apresentam indicativos empresariais que podem potencializar a socialização, como a ênfase na reunião de informação de diversas fontes e experiências e o compartilhamento de experiências oriundas de ambientes internos e externos à companhia, bem como a criação de novas ideias baseadas nesses ambientes. Além disso, treinamentos e workshops para melhorar as relações entre os colaboradores da companhia e a promoção de eventos sociais.…”