When birds of a feather don't flock together: Diversity and innovation outcomes in international R&amp;D collaborations

Brunetta, Federica; Marchegiani, Lucia; Peruffo, Enzo

doi:10.1016/j.jbusres.2019.08.033

Cited by 25 publications

(18 citation statements)

References 101 publications

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“…This is particularly the case for SMEs with resource constraints. It is also consistent with other studies that have shown firms tend to network to innovate, and also that a diversity of actors benefits innovation (Scott et al, 2019;Brunetta et al, 2020). Our results contribute to the existing research on innovation in small businesses by offering an additional approach to conceptualizing innovation through contingency theory and the resource dependency approach.…”

Section: Conclusion and Implications For Sme Innovation Managementsupporting

confidence: 90%

SMEs and the Innovation Management Process: A multi-level process conceptual framework

Dossou-Yovo¹,

Keen²

2021

TIM Review

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Section: Conclusion and Implications For Sme Innovation Managementsupporting

confidence: 90%

SMEs and the Innovation Management Process: A multi-level process conceptual framework

Dossou-Yovo¹,

Keen²

2021

TIM Review

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“…However, the focus of these studies has been limited to the effectuation/causation process of network building (Donbesuur et al, 2022; Gabrielsson et al, 2022; Oliveira & Johanson, 2021; Prashantham et al, 2019) or to SME embeddedness in international networks of trade missions and trade fairs (Puthusserry, Child, & Khan, 2020; Puthusserry, Khan, et al, 2020), thereby disregarding the important role played by international R&D strategic alliances in accessing new knowledge and enhancing innovations (Corsi et al, 2022; Ferraris et al, 2019; Zhao et al, 2021). International R&D strategic alliances can be vital for the post‐entry stage as they enable SMEs to learn about the market and gain access to advanced technology and other business‐related aspects (Johanson & Johanson, 2021; Khan & Lew, 2018), as well as to develop the various sets of learning capabilities and specialized know‐how required for subsequent entry through their alliance partners (Brunetta et al, 2020).…”

Section: Sme Post‐entry Internationalization Speed: a Literature Reviewmentioning

confidence: 99%

R&D alliances and SMEs post‐entry internationalization speed: The impact of alliance management capability and co‐innovation ambidexterity

Zahoor

Al‐Tabbaa

Khan

2023

Global Strategy Journal

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Research Summary This study delves into the relationship between alliance management capability (AMC) and the post‐entry internationalization speed of small‐sized and medium‐sized enterprises (SMEs). We develop a novel theoretical framework that illuminates the effect of co‐innovation ambidexterity as a mechanism that unlocks AMC value in speeding up SME internationalization following entry into foreign markets. To validate our framework, we conduct an empirical investigation using a sample of 278 UK‐based manufacturing SMEs. Our findings support the proposition that co‐innovation ambidexterity is a crucial mediating mechanism through which AMC boosts the post‐entry internationalization speed of SMEs. Therefore, this research sheds new light on the critical roles of AMC and co‐innovation ambidexterity during the post‐entry stage, which has far‐reaching implications for the fields of international entrepreneurship and international strategic alliances. Managerial Summary Internationalizing SMEs are increasingly forming alliances with the aim of accessing and leveraging external knowledge to tackle the challenges they typically encounter during post‐entry phase. However, these alliances are difficult to establish and manage, which results in high failure rates. To address this lacuna, we argue that AMC and co‐innovation ambidexterity facilitate the post‐entry internationalization speed of SMEs. Using data from 278 UK‐based manufacturing SMEs, we show that AMC is an important capability that allows SMEs to leverage and harness the knowledge of their alliances for co‐innovation ambidexterity, which, in turn, increases their post‐entry internationalization speed. Together, these findings provide important insights for those SMEs' managers who aim to develop effective strategies for rapid internationalization via strategic alliances.

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“…With effect, evidence from the USA supports that differences between domestic firms and potential foreign partners hinder innovation. However, such an effect dissipates with time, as firms learn to coordinate with and understand each other better (Brunetta et al, 2020). Evidence from the Italian region of Campania sheds light on matters concerning performance and certain organizational aspects, and the firm's view on partners' characteristics and expectations of cooperation with them, where trust and previous cooperative experience play a significant role (Bellini et al, 2018).…”

Section: Partner Selection/traits Of Firms That Cooperatementioning

confidence: 99%

Cooperation in Innovative Efforts: a Systematic Literature Review

Freire

Gonçalves

2021

J Knowl Econ

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The importance of cooperation in innovation has been widely studied. Cooperative settings are potential platforms for the indirect and direct transmission of knowledge. This article aims to present the results of a systematic literature review on innovation cooperation. It covers topics such as the effects of cooperation according to different governance structures, cooperation drivers, partner's attributes, firm size, regional factors, and the host country's current stage of economic development. In general, cooperation is an organizational setting that determines knowledge sharing and diffusion. A significant part of the empirical evidence analyzed here reveals that cooperation has a positive effect on innovation performance. Such a positive correlation is highly likely to be found in case studies of technology-intensive sectors in small regions. However, large datasets, mainly from Europe and China, also yield positive results. Results may also vary according to firms' attributes and the type of cooperation agreement adopted.

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When birds of a feather don't flock together: Diversity and innovation outcomes in international R&D collaborations

Cited by 25 publications

References 101 publications

SMEs and the Innovation Management Process: A multi-level process conceptual framework

SMEs and the Innovation Management Process: A multi-level process conceptual framework

R&D alliances and SMEs post‐entry internationalization speed: The impact of alliance management capability and co‐innovation ambidexterity

Cooperation in Innovative Efforts: a Systematic Literature Review

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