Persistence and learning effects in design innovation: Evidence from panel data

Corradini, Carlo; D’Ippolito, Beatrice

doi:10.1016/j.respol.2021.104452

Cited by 4 publications

(3 citation statements)

References 97 publications

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“…Thus, the learning by interaction (Patrucco et al , 2022) enhances the breadth and depth of the learning process of suppliers and source of implementation of new aspects in formal and informal routines, has a positive effect on the cumulative learning stock of the suppliers (Corradini and D'Ippolito, 2022). The respondents narrated as:…”

Section: Resultsmentioning

confidence: 99%

“…These engagement ranges from low to high-end tasks such as OEM supplies, idea generation to doorstep delivery, enhancing their capabilities to learn about various aspects and acquire new knowledge in an integrated way, to deeply penetrate the market. Thus, the learning by interaction (Patrucco et al, 2022) enhances the breadth and depth of the learning process of suppliers and source of implementation of new aspects in formal and informal routines, has a positive effect on the cumulative learning stock of the suppliers (Corradini and D'Ippolito, 2022). The respondents narrated as:…”

Section: Experiential Learningmentioning

confidence: 99%

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Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Irfan

Au²,

Khurshid³

et al. 2022

SCM

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Purpose Drawing on organizational learning and dynamic capabilities literature, this study aims to explore how suppliers from traditional emerging economies (STEE) can acquire, assimilate and use new knowledge essential for the development of production and marketing capabilities. These capabilities then facilitate suppliers in climbing the value chain from B-to-B to B-to-C. Design/methodology/approach The study adopted a longitudinal and multiple case study design to examine the practices of suppliers operating in a traditional emerging economy setting. This study selected Pakistan textile industry as an empirical setting, which is a predominantly supplier market for global buyers. Data sources entail semi-structured interviews with top executives and senior-level managers in four case firms and secondary data obtained from diverse sources. Findings The study identified transitionary phases of capabilities development that are facilitated by boundary-spanning knowledge acquisition and transformation in a dynamic manner. These capabilities are essential for a supplier’s entry into downstream international markets (i.e. launching its own products/brands in the end consumers’ market). Practical implications The findings could help managers in STEEs to understand the strategic importance of supply chain ties in their learning and capabilities development. It also provides strategic insights on what, how and why involved parties do engage over an extended period of time. Moreover, the findings of this study could help other firms to know and adopt the right type of technology(s) and systems that can help them reduce the technological gap in producing and marketing market-winning products. Originality/value This study advances the recent academic discussion that focusses on learning by supplying and the value-chain movement of suppliers (i.e. B-to-C) from their B-to-B engagements. The findings identified the vital and beneficial role of long-term relationships with global value chain partners in learning and capabilities development that led to value creation in the traditional emerging economy.

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Section: Resultsmentioning

confidence: 99%

Section: Experiential Learningmentioning

confidence: 99%

Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Irfan

Au²,

Khurshid³

et al. 2022

SCM

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“…Students who are currently studying in universities must be prepared to become real learners who are skilled, flexible, and tenacious (agile learners). (Corradini & D'Ippolito, 2022;Syvyi et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Synchronisation Model of Campus-Industry Partnership Through Smart Expert System Hybrid Advisory for Industrial Internship Students and Teaching Assistance in the Era of Independent Learning

Rahma Putra,

Sumarli,

Suhartadi

et al. 2023

JTET

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The objectives of this research include (1) developing smart expert system innovation integrated hybrid advisory; and (2) Testing the attractiveness and feasibility of the hybrid advisory integrated smart expert system innovation prototype. The method in this research is in the form of research and development (Re-search and Development). Where the method includes a preliminary study; model design; development of model prototypes; model prototype testing; model prototype revision; validated model prototype results; model prototype experimentation; tested models; and dissemination. all state universities in East Java (students,equipped with lecturers, officials in PT and stakeholders). The research instrument used questionnaires, documents, structured surveys, observations, and in-depth interviews. The results of this study include: (1) the innovations developed have synchronous and asynchronous online guidance features, submit reports and daily assignments, student progress reports, live chat with supervisors and instructors, daily attendance, to review report results; and (2) the Smart Expert System Integrated Hybrid Advisory innovation developed has valid results without revision with an average score of 90.1 (user benefit aspect), an average score of 90.5 (application display aspect), an average score of 93 ,8 (newness of information aspect), average score of 97.6 (content aspect), average score of 90.6 (user-friendliness aspect), average score of 93.8 (competency achievement aspect).

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Integration into global value chains and firm innovation: does local business environment matter?

Vu,

Hoang,

Bui

et al. 2024

J. Ind. Bus. Econ.

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Persistence and learning effects in design innovation: Evidence from panel data

Cited by 4 publications

References 97 publications

Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Synchronisation Model of Campus-Industry Partnership Through Smart Expert System Hybrid Advisory for Industrial Internship Students and Teaching Assistance in the Era of Independent Learning

Integration into global value chains and firm innovation: does local business environment matter?

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