R&D Cooperation and Innovation Activities of Firms - Evidence for the German Manufacturing Industry -

The aim of the paper is to investigate in a simultaneous equation framework the role of R&D cooperation in the innovation process under two specific aspects. First, the analysis is concentrated on the impact of R&D cooperation - in line with other factors - on firm's innovation input and output. Second, it will be analyzed how the number of cooperation partners affects the development of new products. Starting with the discussion of theoretically expected effects of successfully R&D cooperation on the innovation activities of firms, the importance of inter-organizational arrangements in R&D is empirically investigated for firms in the German manufacturing industry. The estimation results can be summarized as follows: In the German manufacturing industry, R&D cooperations are used complementary in the innovation process, enhancing the innovation input and output of firms measured by the intensity of inhouse R&D respectively the realization of product innovations. On the input side, the intensity of inhouse R&D also stimulates the probability and the number of R&D cooperations with other firms and institutions.R&D cooperation, innovation behaviour, technological opportunities, manufacturing industry

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

THE IMPACT OF STRATEGIC PURCHASING TO THE SUPPLIER INVOLVEMENT THROUGH COMMUNICATION, COORDINATION AND COLLABORATION IN SMAAL AND MEDIUM ENTERPRISES

In recent times, the theory of purchasing and supply operations has been widely studied under a variety of labels and for a number of reasons. Realizing competitive advantage from organizational alignment and relation to materials supply is for a form of backward integration. In the process, the manufacturing organization obeys demands from distributors; purchasing is in turn re-structured and managed to achieve improved customer value for manufacturing; thereafter, the process addresses the suppliers to the organization (external integration) typically involving supplier rationalization and the introduction of supplier evaluation systems. Based on previous research, there was finding that strategic purchasing has been impact to communication, coordination and collaboration with supplier which is increase supplier involvement. According to a survey 100 respondent which was conducted by means questionnaires and 94 completed questionnaires were returned. Six responses were considered incomplete and had to be discarded, and this left 86 valid responses. This study result are strategic purchasing has a positive significant effect to communication is 0.314; positive significant effect to coordination is 0.336; and positive significant effect collaboration is 0.365. Communication and Collaboration directly will bring significant contribution to supplier involvement, but coordination is not directly. Key words: Strategic purchasing, communication, collaboration, coordination, supplier involvement

Innovation Effects of Science-Related Technological Opportunities - Theoretical Considerations and Empirical Findings for Firms in the German Manufacturing Industry -

This paper investigates the innovation effects of science-related technological opportunities. Against the background of theoretical considerations about the interrelation of innovation and the adaptation of external (knowledge) resources, the impacts of technological opportunities stemming from scientific institutions on firms' innovation input and output are empirically analyzed for the German manufacturing industry. The investigations focus on the question whether science-related technological opportunities are used as complements or substitutes in the innovation process. The estimations indicate complementary relationships between firms' innovation input and technological opportunities stemming from scientific institutions. The adaptation of science-related knowledge resources has stimulating effects on the intensity of inhouse R&D. The results for the innovation output effects are ambiguous. On the one hand, empirical evidence for complementary impacts on the realisation of improved products could be found. On the other hand, science-related technological opportunities have no enhancing effects on the probability of realizing new products. Obviously, knowledge from universities and research institutes stimulates the development of new products more indirectly by increasing inhouse capacities and enhancing R&D efficiency.innovation activities, technological opportunities, scientific institutions, manufacturing industry

Taking a “Deep Dive”: What Only a Top Leader Can Do

Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the concept of a deep dive, an intervention when top management seizes hold of the substantive content of a strategic initiative and its operational implementation at the project level, as a way to drive new behaviors that enable an organization to shift its performance trajectory into new dimensions unreachable with any of the previously described forms of intervention. We illustrate the power of this previously underexplored change mechanism with a case study, in which a well-established firm overcame barriers to change that were manifest in a wide range of organizational routines and behavioral norms that had been fostered by the pre-existing structural context of the firm.Strategic Change, Resource Allocation Process, Top-down Intervention

Innovation in services: corporate culture and investment banking

The article discusses service innovation in the investment banking industry. Service industry innovations differ from innovations in industries that produce physical products because they rarely have intellectual property and patent protections. However, investment banking services are typically a series of interrelated businesses such as consulting, wealth management and accounting, and innovations require a business wide coordinated approach. The authors argue that a strong corporate culture can support rather than hinder innovation. The creation of such a culture requires strong leadership and an emphasis on innovation in hiring and promotions

Developing Alliance Capabilities in a New Era

alliance, capability

Developing interaction capabilities of small export suppliers in term of export involvement

Purpose of the paper and literature addressed: The purpose of this paper is to empirically investigate the developing interaction capabilities of small export suppliers in term of export involvement and how they influence their relationships with importers. Prior studies in the business to business marketing (Johnsen and Ford, 2006) and in the international marketing (Lages et al., 2009 and Pagano, 2009) have explored that relational capabilities are important, which influence the positions and strategies of international firms within their network. However, there has been lack of empirical research in the area of developing relational capabilities of small export suppliers in term of export involvement and their influence on relationships with importers. Research Method: It has investigated developing interaction capabilities within 10 small export suppliers in Turkey regarding export involvement. It is purposed to contribute to the knowledge of relational capabilities from international relationship perspective. Research Findings: The research findings have revealed that the level of export involvement with importer much depends upon the interaction capabilities held by small export suppliers. Developing interaction capabilities draw importers’ attention and provide opportunities to small export suppliers for being nominated and offered a better positioning in importers’ networks. Main Contribution: The paper contributes to the knowledge of interaction capabilities from an international perspective, export involvement of small export suppliers in particular. In addition, the paper suggests how small export suppliers can increase the level of export involvement by developing interaction capabilities through the enhancement of relationships with importers. The theoretical contribution will be the specific interaction capabilities, which are significant in export involvement stages, controlled by small export suppliers

Firm-Specific Advantages Intra-Regional Sales and Performance of Multinational Enterprises

This paper is an extension of recent work that has examined the intra-regional sales of large multinational enterprises (MNEs). First, we examine the interaction between the performance of MNEs and four proxies for their firm-specific advantages (FSAs). This includes: firm size, knowledge (as represented by R&D), marketing ability, and industry type. We find that FSAs in R&D and service sector type are best exploited within the home region. In contrast, the FSA firm size is better exploited by global and bi-regional firms. Second, we find that a service MNE tends to be more home-region oriented and has a higher proportion of intra-regional sales than a manufacturing firm.firm-specific advantages, intra-regional sales, multinational enterprises, performance, geographic scope, and home region