Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research

Biotechnological developments, socio-technical processes and materiality : the affordances and constraints of ‘social innovation'

Peer reviewedPreprin

Serving Deep Learning Model in Relational Databases

Serving deep learning (DL) models on relational data has become a critical requirement across diverse commercial and scientific domains, sparking growing interest recently. In this visionary paper, we embark on a comprehensive exploration of representative architectures to address the requirement. We highlight three pivotal paradigms: The state-of-the-artDL-Centricarchitecture offloadsDL computations to dedicated DL frameworks. The potential UDF-Centric architecture encapsulates one or more tensor computations into User Defined Functions (UDFs) within the database system. The potentialRelation-Centricarchitecture aims to represent a large-scale tensor computation through relational operators. While each of these architectures demonstrates promise in specific use scenarios, we identify urgent requirements for seamless integration of these architectures and the middle ground between these architectures. We delve into the gaps that impede the integration and explore innovative strategies to close them. We present a pathway to establish a novel database system for enabling a broad class of data-intensive DL inference applications.Comment: Authors are ordered alphabetically; Jia Zou is the corresponding autho

Leadership of healthcare commissioning networks in England : a mixed-methods study on clinical commissioning groups

Objective: To explore the relational challenges for general practitioner (GP) leaders setting up new network-centric commissioning organisations in the recent health policy reform in England, we use innovation network theory to identify key network leadership practices that facilitate healthcare innovation. Design: Mixed-method, multisite and case study research. Setting: Six clinical commissioning groups and local clusters in the East of England area, covering in total 208 GPs and 1 662 000 population. Methods: Semistructured interviews with 56 lead GPs, practice managers and staff from the local health authorities (primary care trusts, PCT) as well as various healthcare professionals; 21 observations of clinical commissioning group (CCG) board and executive meetings; electronic survey of 58 CCG board members (these included GPs, practice managers, PCT employees, nurses and patient representatives) and subsequent social network analysis. Main outcome measures: Collaborative relationships between CCG board members and stakeholders from their healthcare network; clarifying the role of GPs as network leaders; strengths and areas for development of CCGs. Results: Drawing upon innovation network theory provides unique insights of the CCG leaders’ activities in establishing best practices and introducing new clinical pathways. In this context we identified three network leadership roles: managing knowledge flows, managing network coherence and managing network stability. Knowledge sharing and effective collaboration among GPs enable network stability and the alignment of CCG objectives with those of the wider health system (network coherence). Even though activities varied between commissioning groups, collaborative initiatives were common. However, there was significant variation among CCGs around the level of engagement with providers, patients and local authorities. Locality (sub) groups played an important role because they linked commissioning decisions with patient needs and brought the leaders closer to frontline stakeholders. Conclusions: With the new commissioning arrangements, the leaders should seek to move away from dyadic and transactional relationships to a network structure, thereby emphasising on the emerging relational focus of their roles. Managing knowledge mobility, healthcare network coherence and network stability are the three clinical leadership processes that CCG leaders need to consider in coordinating their network and facilitating the development of good clinical commissioning decisions, best practices and innovative services. To successfully manage these processes, CCG leaders need to leverage the relational capabilities of their network as well as their clinical expertise to establish appropriate collaborations that may improve the healthcare services in England. Lack of local GP engagement adds uncertainty to the system and increases the risk of commissioning decisions being irrelevant and inefficient from patient and provider perspectives

Towards the Development of CRM Capabilities for Leveraging Big Data Assets – A Conceptual Framework Derived from Literature

The growing availability of a high volume of continuously generated data being heterogeneous in structure, i.e. big data, represents a change of an organization’s data assets. While these novel (big) data assets promise valuable insights, e.g. into customers’ preferences and behavior, leveraging them requires the development of corresponding capabilities. By taking the domain of CRM as a functional reference domain, this paper investigates how capabilities for leveraging big data could be developed to create valuable relationships with customers. Based on a literature review of scholarly papers, a conceptual framework for leveraging big data in the domain of CRM is presented. From a preliminary validation of the framework grounded on the analysis of big data success stories, the paper suggests first evidence of our propositions. Future research is intended to further validate the framework in order to provide a systematic understanding of big data and relevant capabilities to leverage these assets