Radical innovation in strategic partnerships: A framework for analysis

Sadovnikova, Anna; Pujari, Ashish; Mikhailitchenko, Andrey

doi:10.1016/j.jbusres.2015.10.064

Cited by 14 publications

(7 citation statements)

References 51 publications

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“…The results suggest that relational capital facilitates both radical innovation and incremental innovation through information sharing and risk and benefit sharing. In addition, this study also confirms that information sharing and joint decision making are determinants of radical innovation ( Jimenez-Jimenez et al, 2018;Sadovnikova et al, 2016), whereas benefit and risk sharing is a determinant of incremental innovation (Lee et al, 2011).…”

Section: Academic Contributionssupporting

confidence: 74%

“…However, Dewar and Dutton (1986) indicate that centralisation in decision making is negatively associated with the adoption of incremental innovation. In other words, joint decision making becomes more relevant for radical (Sadovnikova et al, 2016) than for incremental innovation. In fact, incremental innovation does not require complex conditions.…”

Section: Collaboration and Innovationmentioning

confidence: 99%

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Relational capital and supply chain collaboration for radical and incremental innovation

Anh

Lei

Khoa

et al. 2019

APJML

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Purpose The purpose of this paper is to investigate the relationship between relational capital and supply chain collaboration (SCC) and how this relationship relates to innovation. The authors propose a theoretical framework to illustrate the effect of relational capital on three dimensions of collaboration and radical and incremental innovation. Design/methodology/approach The paper has a quantitative approach. The authors conducted the survey to collect the data from 225 suppliers in the Hunan province of China. The proposed model is tested with exploratory factor analysis, confirmatory factor analysis and structural equation modelling. Findings The findings show that relational capital can facilitate information sharing and benefit/risk sharing when firms work together to achieve innovation. Furthermore, the results indicate that relational capital leads to radical innovation through facilitating information sharing among firms and helps in generating incremental innovation by encouraging firms to share risks and benefits with their partners. Practical implications The findings of this study give some suggestions for managers of the firms in terms of building their collaborative strategies. Managers should exploit relational capital to build successful and long-term collaboration. Also, through relational capital, managers can share information to create radical innovation or pool risks and share benefits with their customers to achieve incremental innovation. Originality/value This study provides a nuanced understanding of the relationship between relational capital, different dimensions of SCC and innovation in the context of a developing economy. Moreover, the findings provide a clearer understanding of the collaborative mechanism of relational capital and collaboration to achieve radical and incremental innovation.

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Section: Academic Contributionssupporting

confidence: 74%

Section: Collaboration and Innovationmentioning

confidence: 99%

Relational capital and supply chain collaboration for radical and incremental innovation

Anh

Lei

Khoa

et al. 2019

APJML

View full text Add to dashboard Cite

show abstract

“…This requires the creation of new knowledge to facilitate the creation of substantially new products (Benner & Tushman, 2003). Knowledge will allow to create different features that can be observed in existing products and markets (Sadovnikova, Pujari, & Mikhailitchenko, 2016;Sheng & Chien, 2016). It is not surprising that the literature indicates that a balance between the two types of innovation to achieve competitive advantages in the short and long term is required (Forés & Camisón, 2016).…”

Section: The Importance Of Radical Innovationsmentioning

confidence: 99%

Network Effects on Radical Innovation and Financial Performance: An Open-mindedness Approach

Perin

Sampaio

Jiménez

et al. 2016

BAR, Braz. Adm. Rev.

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This study examines how companies can achieve high performance through certain organizational behaviors (open-mindedness and social networks) and innovation. The impact of open-mindedness in defiance of basic assumptions and processes could motivate the use of internal and external networks. These social networks are the cornerstone for the creation of knowledge and the construction of radical innovations, which in turn trigger the transformation new knowledge into organizational performance. We use structural equation modelling (SEM) to test our research model and hypotheses in a sample of 324 companies from the Brazilian industrial sector. Data were collected by a regular mail survey. The study brings a proper understanding that radical innovations play a crucial role for organizational performance in emerging economies. Results also show that open-mindedness is associated with both internal networks and external social networks. In addition, the external social network mediates the effects of open-mindedness on the internal social network. Finally, external social networks have an indirect influence on radical innovations, through internal social networks, and a direct effect on organizational performance.

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“…Because RPI can substantially improve an organization's performance, create greater customer value and effectively reduce operating costs (Woodside and Biemans, 2005), it is recognized as a source of long-term competitive advantage (Sadovnikova et al, 2016). However, few studies have investigated how suppliers can improve RPI in terms of suppliercustomer relationships.…”

Section: Discussionmentioning

confidence: 99%

Roles of strategic orientations in radical product innovation

Lin

2020

MIP

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PurposeBecause of relatively short product life cycles, radical product innovation has more significant influences on firms' competitive advantages in dynamic environments. Past studies identified various cultural characteristics of a firm, which are key drivers of developing radical product innovation on an ongoing basis. However, few studies have investigated the interaction between organizational culture and external market feedback in developing radical product innovation.Design/methodology/approachTo address the identified research gaps, this empirical research began by presenting conceptual foundations that lead to the hypothesized model and then analyzed survey data from 201 original equipment manufacturer suppliers in search of evidence supporting the hypotheses.FindingsThe results suggested that a supplier's entrepreneurial orientation and long-term orientation significantly and positively affected proactive market orientation, with proactive market orientation significantly and positively correlated with radical product innovation. The study confirmed that a proactive market orientation is essential in order for entrepreneurial orientation and long-term orientation to affect radical product innovation. Additionally, this study found that supplier–customer electronic integration has a moderating effect on proactive market orientation and radical product innovation.Originality/valueRadical product innovation is a topic of great interest for both academia and industry, yet a comprehensive conceptual framework for its antecedents is still lacking. To fill this theoretical gap, the present study extended the studies on radical product innovation and examined the relationship between different strategic orientation types in terms of supplier–customer strategic behaviors to determine how suppliers enhance radical product innovation.

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Radical innovation in strategic partnerships: A framework for analysis

Cited by 14 publications

References 51 publications

Relational capital and supply chain collaboration for radical and incremental innovation

Relational capital and supply chain collaboration for radical and incremental innovation

Network Effects on Radical Innovation and Financial Performance: An Open-mindedness Approach

Roles of strategic orientations in radical product innovation

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