Linking alliance portfolios to recombinant innovation: The combined effects of diversity and alliance experience

Subramanian, Annapoornima M.; Soh, Pek-Hooi

doi:10.1016/j.lrp.2016.11.001

Cited by 36 publications

(38 citation statements)

References 96 publications

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“…In a similar vein, Marhold, Kim and Kang [64] found an inverted U-shape relationship between the diversity of alliance partners' industrial background and innovation performance, and a negative interaction of partner diversity and the diversity of the alliance objectives. Subramanian & Soh [76] explored the configuration of an alliance portfolio that links to recombinant innovation and showed that the technological diversity of a firm's alliance portfolio has a positive impact on the breadth of recombinant innovation produced by the firm. However, there have been virtually no related research into different types of alliance experiences, which would show different effects of explorative and exploitative experience, but also experience with different collaboration modes and different geographic locations.…”

Section: Alliance Portfoliosmentioning

confidence: 99%

Determinants of Innovation Cooperation Performance: What Do We Know and What Should We Know?

2018

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The involvement of firms in innovation cooperation with different partners has become a widespread phenomenon in the contemporary business landscape. Our paper provides a review of extant alliance, innovation, open innovation and inter-firm collaboration literature and organizes it based on a conceptual framework featuring three levels of analysis: (a) the dyadic level, (b) the network level, and (c) the location level. The article identifies roadmaps in each of these areas and also highlights existing gaps in the present understanding of innovation cooperation. Thereby, it outlines a research agenda by identifying key research questions and issues in the areas where further research is needed and encouraged.Sustainability 2018, 10, 4517 3 of 32 changes that create the economic space of a given country [29] In this space, which Freeman called the National Innovation System, there are more or less formalized networks of cooperating companies and institutions. Indeed, as Fomina et al. [30] argue, the stability of economic development is determined by the features of the network structure in a collaborative engagement of enterprises. Therefore, it is legitimate to explore whether and how the location of companies and other institutions influence their cooperation for the development of innovation, and the performance outcomes thereof.Economic geography has developed the concept of proximity to explain the formation of networks and clusters of innovative companies in industrial districts [31,32]. The different dimensions of proximity may explain some of the positive externalities, such as knowledge creation and transfer, as well as innovation, which are generated by companies that are co-located [33]. According to Boschma [34], proximity implies similarity between actors and organizations, including both a geographical or spatial dimension and other non-spatial dimensions. Knoben and Oerlemans [35] note that "the concept of proximity has been used in many different ways in the literature, this including different measures and definitions".Boschma [34] identifies five types of proximity:

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Section: Alliance Portfoliosmentioning

confidence: 99%

Determinants of Innovation Cooperation Performance: What Do We Know and What Should We Know?

2018

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“…Recently, Mikkelsen and Johnsen (2019) proposed that EPI in technologically uncertain NPD necessitates a mature purchasing organization able to interact with R&D and that involving new suppliers from a different industry requires a leap of faith by both the innovating firm and suppliers. Subramanian and Soh (2017) suggest that a firm can benefit from explorative alliance experiences with both familiar and unfamiliar partners, adding that familiarity with suppliers makes it easier to involve suppliers in NPD teams, thus contradicting the idea of strategic "dalliances." Despite these valuable insights, research on how purchasing agents manage supplier relationships with both familiar and unfamiliar suppliers in the context of discontinuous innovation remains rare.…”

Section: Supplier Relationship Management For Discontinuous Innovationmentioning

confidence: 99%

“…However, such involvement requires new capabilities in the management of sourcing and supplier relationships. This premise is based on research that promotes sourcing supplier innovations outside the existing supply base (Bessant et al, 2010;Legenvre and Gualandris, 2018;Subramanian and Soh, 2017) and using short-term and experimental supplier relationships (Mikkelsen and Johnsen, 2019;Phillips et al, 2006a) as an effective response to discontinuous innovation challenge.…”

Section: Introductionmentioning

confidence: 99%

Exploring early purchasing involvement in discontinuous innovation: A dynamic capability perspective

Picaud-Bello

Johnsen

Calvi³

et al. 2019

Journal of Purchasing and Supply Management

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This paper aims to address the gap concerning our knowledge about early purchasing's involvement (EPI) in new product development (NPD) projects in contexts characterized by discontinuous innovation. We adopt a dynamic capability perspective to explore how existing sourcing and supplier relationship management capabilities are adapted when purchasing agents become involved in discontinuous innovations projects. We use an embedded case-study approach to study four NPD projects in a heating, ventilation, and air conditioning (HVAC) company. The case studies are based on interviews with managers and staff from the research and development, purchasing, and marketing departments, as well as suppliers involved in the projects. Our empirical findings capture emerging purchasing practices including a "reversed" sourcing process, purchasing-marketing interaction, and the coordination of "a learning atmosphere" between the R&D department and suppliers through proactive innovation meetings and creativity workshops. We derive propositions to conduct further research into the role of the purchasing department in times of discontinuous innovation. We also provide a framework of sourcing and supplier-relationship practices that firms can use when embarking on discontinuous innovation.

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“…Prior experience in managing alliances may also enable alliance partners to create stronger bonds and reduce the need for safeguards against opportunistic behaviour (Schreiner et al, 2009). Several studies emphasize that alliance experience allows firms to rely less on equity governance as they learn to deal with alliances and rely more on inter-firm trust (Inkpen and Currall, 2004;Subramanian and Soh, 2016;Teng and Das, 2008). As inter-firm trust will make opportunistic behaviour less likely, trust reduces the required safeguards and effectively lowers opportunistic transaction costs.…”

Section: Alliance Experience and Reduction Of Opportunistic Transactimentioning

confidence: 99%

Alliance governance choices: Disentangling the effects of uncertainty and alliance experience

Niesten

Jolink

2018

Long Range Planning

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This article analyses the interaction between alliance experience and behavioural uncertainty to improve our understanding of alliance governance. We investigate the extent to which the effect of alliance experience on governance choices is explained by a reduction in "mundane" transaction costs or by a reduction in "opportunistic" transaction costs. Based on more than 12,000 firm experiences with equity and non-equity alliances, we demonstrate a reduction in mundane transaction costs over time by firms reusing the same governance structure in successive alliances. We also find that in high behavioural uncertainty alliances, firms rely on their experience as a substitute for equity governance to reduce opportunistic transaction costs.

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Linking alliance portfolios to recombinant innovation: The combined effects of diversity and alliance experience

Cited by 36 publications

References 96 publications

Determinants of Innovation Cooperation Performance: What Do We Know and What Should We Know?

Determinants of Innovation Cooperation Performance: What Do We Know and What Should We Know?

Exploring early purchasing involvement in discontinuous innovation: A dynamic capability perspective

Alliance governance choices: Disentangling the effects of uncertainty and alliance experience

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