Absorptive capacity and relationship learning mechanisms as complementary drivers of green innovation performance

This paper aims to explore in depth how internal and external knowledge-based drivers actually affect the firms\u2019 green innovation performance. Subsequently, this study analyzes the relationships between absorptive capacity (internal knowledge-based driver), relationship learning (external knowledge-based driver) and green innovation performance. This study relies on a sample of 112 firms belonging to the Spanish automotive components manufacturing sector (ACMS) and uses partial least squares path modeling to test the hypotheses proposed. The empirical results show that both absorptive capacity and relationship learning exert a significant positive effect on the dependent variable and that relationship learning moderates the link between absorptive capacity and green innovation performance. This paper presents some limitations with respect to the particular sector (i.e. the ACMS) and geographical context (Spain). For this reason, researchers must be thoughtful while generalizing these results to distinct scenarios. Managers should devote more time and resources to reinforce their absorptive capacity as an important strategic tool to generate new knowledge and hence foster green innovation performance in manufacturing industries. The paper shows the importance of encouraging decision-makers to cultivate and rely on relationship learning mechanisms with their main stakeholders and to acquire the necessary information and knowledge that might be valuable in the maturity of green innovations. This study proposes that relationship learning plays a moderating role in the relationship between absorptive capacity and green innovation performance

A network-based view of regional growth

The need to better understand the mechanisms underlying regional growth patterns is widely recognised. This paper argues that regional growth is partly a function of the value created through inter-organisational flows of knowledge within and across regions. It is proposed that investment in calculative networks by organisations to access knowledge is a form of capital, termed network capital, which should be incorporated into regional growth models. The paper seeks to develop a framework to capture the value of network capital within these models based on the spatial configuration and the nature of the knowledge flowing through networks

A Network Perspective on Inter-Organizational Transfer of R&D Capabilities: A Study of International Joint Ventures in Chinese Automobile Industry

Multinational enterprises' transfer of R&D capabilities to their international joint ventures in the less developed countries has been an emerging phenomenon. The purpose of this study is to understand the transfer of R&D capabilities between organizations embedded in drastically different organizational contexts using a network perspective. We identified different networks involved in the R&D capability transfer process from the perspectives of source organization, recipient organization and the interface between them, and analyzed the impact of different attributes of these networks on the effectiveness of R&D capability transfer, based on the notion that R&D capabilities are largely collective knowledge.http://deepblue.lib.umich.edu/bitstream/2027.42/39746/3/wp362.pd

Learning and Innovation in Inter-Organizational Relationships and Networks

This paper gives a survey of insights into inter-firm alliances and networks for innovation, from a constructivist, interactionist perspective on knowledge, which leads to the notion of 'cognitive distance'.It looks at both the competence and the governance side of relationships.Given cognitive distance, organizations need to align cognition sufficiently to enable the fast and efficient utilization of opportunities from complementary capabilities.This, I propose, is done by means of a culturally mediated 'organizational cognitive focus'.The problem with that is that it yields a greater or lesser organizational myopia that, for the sake of innovation, needs to be complemented by means of outside relations with other firms, at larger cognitive distance. Hence the importance of networks for innovation.On the governance side, the paper gives a review of relational risks and instruments to manage them.Next to the effects of cognitive distance, the paper analyses the effects of density and strength of ties in innovation networks, concerning both competence and governance.inter-organizational relationships;networks;competence;governance;innovation;cognitive distance

Strategic Knowledge Measurement and Management

Knowledge and intellectual capital are now recognized as vital resources for organizational survival and competitive advantage. A vast array of knowledge measures has evolved, spanning many disciplines. This chapter reviews knowledge measures focusing on groups of individuals (such as teams, business and organizations), as they reflect the stock or flow of knowledge, as well as enabling processes that enhance knowledge stocks and flows. The chapter emphasizes the importance of organizational value chains, pivotal talent pools and the link between knowledge and competitive success, in understanding the significance of today’s knowledge measures, and opportunities for future research and practice to enhance them

Managing In Knowledge-Based Economies: Managing for Knowledge, Absorptive Capacity and Innovation

Management processes have evolved to meet changing internal and external environments through different organisational forms, systems and processes. The emerging phenomena of the knowledge based economy challenges not only the strategic management of a firm but also the understandings and competencies of managers, both individually and collectively. This paper examines the challenge of managing in the global networked context of the knowledge economy. Using the knowledge based view of the firm and knowledge of management processes, we argue that management in the twenty-first century involves not only the familiar processes of managing tasks, managing others and managing change, but also requires a strategic approach to managing for knowledge, absorptive capacity and innovation