The effect of internal R&amp;amp;D efforts and external technology sourcing on achieving innovations in developing countries: the case of Tunisian manufacturing firms

Boujelben, Saoussen; Fedhila, Hassouna

doi:10.1504/ijbir.2010.033351

Cited by 16 publications

(5 citation statements)

References 24 publications

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“…In this study, we adopt the same approach in determining the research site. Hence, we base our choice on our previous work (Boujelben and Fedhila, 2010) that analyses the national survey data on R&D of Tunisian firms' spending, available at the Tunisian Ministry of Higher Education and Scientific Research. In this previous study, we compared the amounts of R&D expenditures engaged by firms between industries.…”

Section: Methodsmentioning

confidence: 99%

The effects of intangible investments on future OCF

Boujelben

Fedhila

2011

Journal of Intellectual Capital

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PurposeThe main purpose of this study is to investigate the relationship between intangible investments (R&D, advertising, training, software acquisitions and quality) and the ability of firms to generate future OCF (hereafter cash‐flow from operations).Design/methodology/approachThe authors developed dynamic panel models to estimate the relationship between intangible investments and three subsequent periods cash flows. These models are estimated using generalized method of moments (GMM), on a panel of 300 observations related to 50 Tunisian manufacturing firms and six years of data (2001‐2006).FindingsThe findings show a positive and significant effect of intangible investments on future operating cash flows. First, this result confirms the main hypothesis of resource based view (RBV). Second, it is found that investments in R&D, quality, and advertising have significant effects on future cash flows from operations. While the effect of R&D activities and quality persists until the third lagged period, the effect of advertising expenditures is rapid and temporary.Practical implicationsThe investigation provides an empirical validation on the role of intangible investment in generating and sustaining competitive advantage. The significant effect of R&D and quality expenses indicates the role of these activities in adding value to the firm product, and hence in the creation of competitive advantage which allows the firm to manage the components of its operating cycle, especially cash received from customers, resulting in superior future cash flows from operations.Originality/valueFirst, the use of cash‐flow basis, as an alternative approach to accrual basis, for intangibles valuation avoids the shortcomings of accrual‐based performance measures in forecasting future operating cash flows because of earnings management practices. Second, the majority of the research dealing with the valuation of intangibles has been conducted in the context of developed countries, therefore in terms of the relevance of intangible investments significantly less is known about emerging economies. The choice of Tunisia, in this regard, is a particularly important contribution to the research on emerging economies.

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Section: Methodsmentioning

confidence: 99%

The effects of intangible investments on future OCF

Boujelben

Fedhila

2011

Journal of Intellectual Capital

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“…However, this IO perspective places too little emphasis on firm-specific characteristics, resources and capabilities and their impact in gaining or sustaining competitive advantage (Barney, 1991;Hoskisson et al, 1999), although success always requires interplay between the organisation's knowledge and capabilities and its environmental opportunities (see e.g., Kuittinen et al, 2013;Lewrick and Raeside, 2010;Rhyne, 2009;Short et al, 2007;Teece, 2007). A concept called strategic fit has been developed to describe this relationship between the firm strategy and its environment (see e.g., Boujelben and Fedhila, 2010;Ginsberg and Venkatraman, 1985;Miles and Snow, 1994;Walker and Ruekert, 1987;Zajac et al, 2000).…”

Section: Theoretical Premises Of Strategic Changementioning

confidence: 99%

Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

Valtonen

Pätäri

Jantunen

et al. 2015

IJBIR

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Strategic change through diversification is seen to offer potential sources for competitive advantage. On the other hand, there are also many advantages associated to focusing on core capabilities instead of diversification. This article studies how pulp and paper industry (PPI) companies have managed to adjust their diversification strategies in reaction to the changes that have reshaped their operational environment. We will differentiate between related and unrelated diversification, and analyse, how the potential strategic reorientation has affected the profitability of the companies. The sample includes 108 PPI companies and the years to be studied are 1996 and 2006. The results indicate that the PPI companies really have reduced the degree of unrelated and related diversification. Although the strategic change is clear, the profitability effects of diversification were not so explicit. . His current primary areas of research interest are in the resource-based theory, dynamic capability view of the firm and innovation management. He has published about 30 refereed articles, some book chapters and about 50 conference papers.

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“…Firms can use a target's technology to supplement or substitute for its own internal research (Ruckman, 2008;Love and Roper, 2009). Past empirical research has suggested that in house R&D and external know-how are complementary and also indicated that different countries has different technology sourcing (Cassiman and Veugelers, 2006;Picker and Leker, 2009;Boujelben and Fedhila, 2010). Own R&D activities allow firms to better scan the environment for existing technology.…”

Section: Technology Sourcing: Starting Point and Entry Modelmentioning

confidence: 99%

Technology uncertainty and technology sourcing: case study of biopharmaceuticals in China

Shi

Wang

2014

IJBIR

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The aim of this paper is to investigate how Chinese pharmaceutical companies facing technology uncertainty of biopharmaceutical make their decisions of technology sourcing. Through case study of seven representative biopharmaceuticals in China, three types of technology sourcing are identified: type A: Sourcing from internal; type B: Sourcing from internal and external cooperation; type C: Sourcing from external. These three types reflect consistent dynamics between starting point and entry model. Moreover, it demonstrates the impact of technology uncertainty on technology sourcing.

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The effect of internal R&D efforts and external technology sourcing on achieving innovations in developing countries: the case of Tunisian manufacturing firms

Cited by 16 publications

References 24 publications

The effects of intangible investments on future OCF

The effects of intangible investments on future OCF

Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

Technology uncertainty and technology sourcing: case study of biopharmaceuticals in China

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