Industrial upgrading, exploitative innovations and explorative innovations

Azadegan, Arash; Wagner, Stephan M.

doi:10.1016/j.ijpe.2010.11.007

Cited by 57 publications

(27 citation statements)

References 85 publications

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“…In general, the literature suggests that LC is a highly intelligent capability that enables both knowledge exploration and exploitation based on learning (Azadegan and Wagner, 2011) and keeps the balance between exploratory and exploitative learning (Li et al, in press). Further, it is responsible for the modification and configuration of the underlining routines of ONPDC, such as fixed process stages and precise sets of evaluation criteria at the project milestone gates (Kleinschmidt et al, 2007).…”

Section: Operational Npd Capabilitymentioning

confidence: 99%

“…As a firms' learning orientation towards exploitation or exploration bears important implications on its choice of routines in terms of supplier involvement as well as selection and evaluation (Azadegan and Wagner, 2011), an essential role of LC is to facilitate complementary learning with suppliers so as to avoid and/or overcome rigidities in the underlying routines of OSIC (Azadegan et al, 2008). For example, explorative product development firms that follow innovation-focused product strategy could benefit from outsourcing their manufacturing assembly work to a more efficient assembler supplier; whilst exploitative firms that focus more on time-to-market and logistics service operations rely more on design-manufacture suppliers for NPD (Azadegan et al, 2008).…”

Section: Operational Supplier Integration Capabilitymentioning

confidence: 99%

“…Accordingly, knowledge-based learning capability (LC) is perceived as a highly intelligent dynamic capability that enables both knowledge exploration and exploitation (Azadegan and Wagner, 2011;March, 1991). The process facilitates the modification and configuration of capabilities, in particular, the operational capabilities (Nooteboom, 2009).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Leveraging power of learning capability upon manufacturing operations

Huang

Chen

Stewart

et al. 2013

International Journal of Production Economics

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a b s t r a c tLearning capability (LC) is a special dynamic capability that a firm purposefully builds to develop a cognitive focus, so as to enable the configuration and improvement of other capabilities (both dynamic and operational) to create and respond to market changes. Empirical evidence regarding the essential role of LC in leveraging operational manufacturing capabilities is, however, limited in the literature. This study takes a routine-based approach to understand capability, and focuses on demonstrating leveraging power of LC upon two essential operational capabilities within the manufacturing context, i.e., operational new product development capability (ONPDC), and operational supplier integration capability (OSIC). A mixed-methods research framework was used, which combines sources of evidence derived from a survey study and a multiple case study. This study identified high-level routines of LC that can be designed and controlled by managers and practitioners, to reconfigure underlying routines of ONPDC and OSIC to achieve superior performance in a turbulent environment. Hence, the study advances the notion of knowledge-based dynamic capabilities, such as LC, as routine bundles. It also provides an impetus for managing manufacturing operations from a capability-based perspective in the fast changing knowledge era.

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Section: Operational Npd Capabilitymentioning

confidence: 99%

Section: Operational Supplier Integration Capabilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Leveraging power of learning capability upon manufacturing operations

Huang

Chen

Stewart

et al. 2013

International Journal of Production Economics

View full text Add to dashboard Cite

show abstract

“…Finally, the innovation processes made by the businesses of this field impress significantly their performances, in terms of turnover, profitability and productivity (Bottazzi et al 2008); at the same time, also the business organization can benefit from innovation (Azadegan, Wagner 2011;Oke 2012), which helps in giving birth to the so-called "competitive triangle" (i.e. human capital development, R&D, and business organization) that can generate a virtuous circle for the businesses.…”

Section: Innovation In Global Marketsmentioning

confidence: 99%

Hybrid Innovation. The Italian Machine Tool Industry Case

Rizzi

Campanini

Costa

2012

Symphonya. Emerging Issues in Management

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“…At present, the academic mainly discusses the impact of innovation on industrial upgrading. Azadegan et al 1 used 353 manufacturer data for empirical analysis to show that firms could achieve higher levels of manufacturing and design through lower levels of manufacturing and design, and industrial upgrading had an impact on the firm's innovation performance. Expósitolanga et al 2 proposed a complete perspective of the innovation process of industrial clusters, and explained the key issues in cluster research through network analysis techniques.…”

Section: Introductionmentioning

confidence: 99%