Technological diversity, uncertainty and innovation performance

Bolli, Thomas; Seliger, Florian; Woerter, Martin

doi:10.1080/00036846.2019.1679345

Cited by 19 publications

(16 citation statements)

References 50 publications

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“…To help control for possible alternative explanations, we include several controls. Patenting experience (logged) may tradeoff against the R&D resources available to further diversify the technology repository (Bolli et al, 2020). We compute patenting experience as the moving average of a knowledge repository patent count over the 2 (two) most recent years.…”

Section: Methodsmentioning

confidence: 99%

“…Departing from the traditional learning perspective, we take a prospect theory lens to explain how knowledge‐intensive organizations handle external disruptions. Adding to the inherent challenges of managing knowledge repositories (Frefer et al, 2018; Meredith et al, 2017), self‐ and peer‐imposed reference points can push decision‐makers out of the boundaries of rational decision‐making (Markowitz, 1952), driving unpredictable decisions (Bolli et al, 2020; Miller et al, 2007; Schoemaker, 1982).…”

Section: A Behavioral Aspiration Perspectivementioning

confidence: 99%

“…Our theory draws on previous work on organizational learning and identifies an organization's experimentation with various technologies as leaving a footprint (Bolli et al, 2020; Martynov, 2021). We define a repository footprint as the experience accumulated by developing new technologies.…”

Section: Repository Footprint and Diversificationmentioning

confidence: 99%

“…Extensive work on the determinants of organizational risk‐taking indicates that a broader footprint brings a more comprehensive set of experiences that can be leveraged when organizations perform below expectations (Bolli et al, 2020; Duchin & Levy, 2009; Musaji et al, 2020). More experienced decision‐makers use this broader technological footprint to inform their decisions rationally (Augier & March, 2008; Bingham & Eisenhardt, 2011).…”

Section: Repository Footprint and Diversificationmentioning

confidence: 99%

See 3 more Smart Citations

How do external disruptions affect technological knowledge repository diversification? The role of repositories' historical and social aspiration levels and knowledge footprint

Vlas

Robinson

et al. 2022

Knowl Process Manag

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This study investigates how knowledge‐intensive organizations cope with the extreme uncertainty generated by external disruptions. We advance a behavioral aspirations perspective with the power to explain the antecedents and boundaries of organizational knowledge diversification. We expect that external disruptions (such as Covid‐19) led organizations not to meet their aspiration levels, and thus, we set forth to find how organizations responded to this challenge. We find that not meeting the aspiration levels, both historical (self‐imposed) and social (peer‐imposed), drives organizations to diversify their technological knowledge repositories. Further, we find that this crisis‐response behavior is mitigated by the accumulated knowledge, which we define as the knowledge footprint. The investigation of a large longitudinal dataset of U.S.‐based knowledge‐intensive organizations shows that the behavioral aspirations perspective has explanatory power. This work contributes to the advancement of diversification research during external disruptions and suggests potential solutions for knowledge organizations facing extreme uncertainty.

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Section: Methodsmentioning

confidence: 99%

Section: A Behavioral Aspiration Perspectivementioning

confidence: 99%

Section: Repository Footprint and Diversificationmentioning

confidence: 99%

Section: Repository Footprint and Diversificationmentioning

confidence: 99%

See 2 more Smart Citations

How do external disruptions affect technological knowledge repository diversification? The role of repositories' historical and social aspiration levels and knowledge footprint

Vlas

Robinson

et al. 2022

Knowl Process Manag

View full text Add to dashboard Cite

show abstract

“…As mentioned earlier, academic research focuses more on fundamental research, which is different from research conducted by firms. Therefore, if the focal firm has higher technological diversity, the accumulation of capabilities in numerous technological fields allows the focal firm to monitor and absorb new knowledge (Bolli et al, 2020 ), thereby benefiting more from collaboration with universities.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

University–industry collaboration and firm innovation: an empirical study of the biopharmaceutical industry

Tian

Yang

2021

J Technol Transf

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Existing research has shown that university–industry collaboration (UIC) helps a firm achieve superior innovation outcomes. However, little is known about how UIC affects firm innovation when considering interfirm alliances. In this paper, we examine the influence of UIC on firm innovation performance by considering the interfirm alliance network. Based on a panel of 285 biopharmaceutical firms across the world over a thirty-year period from 1985 to 2014, we find that UIC enhances firm innovation performance. More alliances with other firms hinder the positive effect of UIC on firm innovation, whereas technological diversity strengthens the influence of UIC. Theoretical and practical implications of the results are discussed.

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Partners’ partners matter: the effect of partners’ centrality diversity on the focal organization’s innovation outputs

et al. 2023

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Technological diversity, uncertainty and innovation performance

Cited by 19 publications

References 50 publications

How do external disruptions affect technological knowledge repository diversification? The role of repositories' historical and social aspiration levels and knowledge footprint

How do external disruptions affect technological knowledge repository diversification? The role of repositories' historical and social aspiration levels and knowledge footprint

University–industry collaboration and firm innovation: an empirical study of the biopharmaceutical industry

Partners’ partners matter: the effect of partners’ centrality diversity on the focal organization’s innovation outputs

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