R&amp;D sourcing strategies: Determinants and consequences

Huang, Yu‐An; Chung, Hsien-Jui; Lin, Chad

doi:10.1016/j.technovation.2008.08.002

Cited by 98 publications

(62 citation statements)

References 64 publications

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“…Rationales for cooperating with competitors are threefold: the willingness to share risks and costs of innovation activities, the quest for synergistic effects through the pooling of resources (Das and Teng, 2000;Huang et al, 2009) and the compliance with new regulatory constraints or industry standards (Nakamura, 2003). Although competitors may be critical sources of innovation and organizational learning (Afuah, 2000), they also target the same markets and possess relatively similar, at least to some extent, skills and competencies.…”

Section: Relational Capital Innovation and Performancementioning

confidence: 99%

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Mention¹

2012

Business and Economic Research

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This article provides a systematic review of the literature on the complex relationships between intellectual capital, innovation and performance. Although these concepts are clearly intertwined, there has been so far and to the best of our knowledge, no attempt to systematically review and integrate the literature examining the relationships between them. Two main streams of literature emerge: on the one hand, some literature focuses on the economic and financial effects of intellectual capital and its components on performance and on the other hand, a small set of survey-based studies aims to delineate these effects adopting a multidimensional approach to performance. Besides these two streams, there is a wealth of literature exploring the effect of isolated element of human, structural or relational capital on performance. Nevertheless, these studies rarely refer to these concepts directly and it is therefore contended that using the concept of intellectual capital may provide interesting insights to illuminate the complex relationships between firms' resources and activities to leverage its intangible assets, innovation and performance. In doing so, it provides an intellectual capital oriented framework to capture the distinctive features of innovation at firm level and hence contributes to the scarce stream of literature focusing on better identifying and delineating innovation effects on performance.

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Section: Relational Capital Innovation and Performancementioning

confidence: 99%

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Mention¹

2012

Business and Economic Research

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“…Frente a este argumento, otros autores como Chesbrough (2003aChesbrough ( , 2003b a través de su modelo de innovación abierta, ("open innovation"), sugieren que las ventajas derivadas de la elección de la vía interna para el desarrollo de actividades de I+D se han reducido como consecuencia de la mayor movilidad de los trabajadores del conocimiento, lo que dificulta la apropiación y control de los resultados de I+D por parte de la empresa (Laursen y Salter, 2006) y que constituye un fallo de mercado (Pereira y Vence, 2012). Por lo que se refiere a la vía externa, se entiende como adecuada para acceder al conocimiento especializado no disponible internamente y explotar economías de escala asociadas a dicha especialización (Veugelers y Cassiman, 1999), así como para reducir los costes y riesgos del desarrollo interno asociados al mismo (Chen y Yuan, 2007;Huang et al, 2009), todo lo cual redundaría en un mejor rendimiento, una relación positiva que se ha confirmado en trabajos como los de Love y Roper (1999), Stuart (2000), Becker y Dietz, (2002), Francois et al (2002), Chang (2003, Rogers (2004), Faems et al (2005) y Frenz e Ietto-Gillies (2009). No obstante, y de acuerdo con los postulados de la Teoría de los Costes de Transacción (Coase, 1937;Williamson, 1985), los altos costes de transacción que surgen como consecuencia de la complejidad, especificidad e incertidumbre asociadas a las actividades de I+D, a los que se añaden los de supervisión y control de las condiciones establecidas en el contrato, reducirían los potenciales beneficios de la vía externa (Brockhoff, 1992).…”

Section: Efectos Sobre El Desempeño De La Utilización De Las Vías De unclassified

“…De acuerdo con esta teoría, la elección de la vía para el desarrollo de actividades de innovación viene determinada por los costes y riesgos asociados a cada alternativa. Por un lado, la vía externa permite a las empresas eliminar los costes y riesgos asociados al desarrollo interno (Cheng y Yuan, 2007;Huang et al, 2009), los cuales son en general más elevados que los derivados de la adquisición (Beneito, 2003). Por otro, la presencia de elevados niveles de complejidad, especificidad e incertidumbre, como son los asociados a las actividades de I+D, así como la posibilidad de comportamientos oportunistas en las transacciones reducirían los potenciales beneficios de la vía externa, haciendo más eficiente la vía de la jerarquía interna que la del mercado (Williamson, 1985).…”

Section: Efectos Sobre El Desempeño De La Utilización De Las Vías De unclassified

Innovative activity sources and its relation with theinnovative performance

Bedia¹,

Fernández²,

Piqueres³

2013

cuadernosgestion

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The paper studies the effect of innovative activities sources on innovation performance. For the empirical study we use data from the Encuesta sobre Innovación Tecnológica de las Empresas for the year 2007. The results suggest that the use of only one innovation activity source (internal or external) has a negative effect on innovation performance and that the best innovative performance is obtained when different innovation activities sources are combined. Finally, internal&external, only external and internal&external&cooperation are the innovative activities sources less dependent on the innovative performance measure.

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“…B2B and IT outsourcing) into organizations from both the social and technical subsystems. 15 The theory allows organizations to understand why results are meaningful and how the integration of the social and technical systems leads to improved results. 16 STS has particular relevance to understand hospitals where social and technical issues have been identified as some of the key issues and problems in the implementation of B2B projects.…”

Section: Introductionmentioning

confidence: 99%

“…11,12,13,14 Clearly, one of the reasons for organizations to enter into alliances is because they lack certain resources needed to be successful in a certain area. 2,15 As noted by Varadarajan and Cunningham, 16 all partners in an alliance have complementary IT resources and each partner is able to focus on one part of the value chain where it can make the biggest contribution.…”

mentioning

confidence: 99%

The Effects of IT Resource Alignment and Organizational Dynamism on Alliance Performance in Hemodialysis Centers

Huang¹,

Lin²,

Liu³

et al. 2013

ITMR

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Alliances has the potential to assist hemodialysis centers in pooling their IT resources to achieve mutually compatible goals such as improved work-flow efficiency, a higher quality of healthcare services, decreased scheduling conflicts, reduced patient waiting time, and reduction in healthcare costs and medical errors. The purpose of this paper is to examine how supplementary and complementary IT resource alignment affects the commitment and satisfaction of alliances. In addition, the paper examines the resource alignment framework and suggests that alliance success requires the pursuit of partners who not only own complementary IT resources but also possess supplementary resources. The results show that the focal hemodialysis centers are more likely to select partners which own the requisite supplementary and complementary IT resources. The establishment of successful alliances depends not only on partners' ability to contribute unique and performing IT resources but also on the perception of fair dealing in relation to these resources by the focal hemodialysis centers. Finally, the effect of IT resource alignment in relation to alliance performance is likely to be dependent on the level of organizational dynamism existed within the alliance.

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R&D sourcing strategies: Determinants and consequences

Cited by 98 publications

References 64 publications

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Innovative activity sources and its relation with theinnovative performance

The Effects of IT Resource Alignment and Organizational Dynamism on Alliance Performance in Hemodialysis Centers

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