The promiscuity of publishing partners

This is the author accepted manuscrip. The final version is available from ISPIM via the link in this recordWhile some empirical evidence indicates clear benefits to coauthorship in terms of speed, volume and diffusion of publishing outcomes, coauthorships have also been shown to be prone to difficulties. There is also limited guidance available on how to initiate new publishing partnerships with higher likelihood of success. Through a review of literatures on co-authorship across numerous disciplines, we are able to identify author attributes that could provide some initial search criteria for evaluating prospective publishing partnerships. However, this same review suggests that the process through which successful co-authorships develop is complex, being influenced by contextual factors and with varying—even contradictory—outcomes associated with individual attributes and their combinations. With a view on the innovation management field, we argue that it is essential to extend previous research to analyze multiple author attributes and success measures simultaneously, encompass both individual and organizational-level variables, as well as understand the specificities of certain research areas and disciplinary tradition

Additive manufacturing in SMEs: empirical evidences from Italy

Research on innovative technological methods in SMEs’ production processes is progressively receiving attention. However, little is known about the emerging phenomenon of Additive Manufacturing (AM), which may represent a significant strategic lever for fostering a company's competitiveness and performance, especially for SMEs. Our aim is to investigate the effects of AM on SMEs’ production process, in order to better understand the relative outcomes of such an innovative technique. We used latent content analysis for empirically analyzing SMEs present in one of the most important Italian gold jewelry districts. Our findings suggest that the AM introduction in a company’s production process effectively results in many positive outcomes, such as process innovation, customer satisfaction, costs, revenues, profits, and competitive advantage. Specifically, there is a positive linkage between AM and a company’s performance. Hence, such an innovative technique may be interpreted as a viable growth strategy for SMEs. Theoretical and managerial implications are discussed

Exiting and entering relationships:a framework for re-encounters in business networks

Abstract In the networked business environment, the same actors come together and part in various situations. Addressing this, existing research describes the lifecycle of business relationships and network participation: stages from relationship formation to termination and network exits have been covered. Less is known about the phases following a termination of relationships in networks. Especially, literature is relatively silent on those situations where the actors’ paths cross again after a past exit. That is, re-encounters remain poorly understood. Building on existing literature and illustrative examples on business networks and relationships, this conceptual study suggests that a longitudinally integrated view connecting the exit and post-exit developments to later encounters is needed. This study points out that the crossing of paths may, or may not, give start to the re-establishment of business relations, depending on the re-encounter itself and the preceding steps. Moreover, it is suggested that these antecedents derive from individual, organizational, relationship, and network levels. Therefore a vertically integrated approach further explains the re-encounter outcomes. The aim is to capture dynamics behind re-encounter outcomes — categorized here as (1) refraining from future interaction, (2) retribution, (3) reactivation characterized by reframing, or (4) full reactivation of relationships and collaboration — to assist future research

Dynamics of coopetitive value creation and appropriation

Abstract Value creation and appropriation are essential elements of any economic activity. In coopetition literature, value creation refers to all activities that increase value created within the context of the relationship, while value appropriation refers to capturing a share of that value. In this chapter, we first discuss the conceptual underpinnings of these processes and discuss the baseline logic. Then, we develop a dynamic interplay model of value creation and appropriation in coopetition that examines the roles and relationships of these two processes. We end with research, practice, and policy implications

Continued innovation appropriation success?:a comparative case study of Bayer’s Aspirin and Roundup

Abstract How can a firm continue the appropriation success of an innovation, confronted with challenges such as expiring patents and changing environments? Seeking answers to this question, this study investigates and compares Bayer’s two innovations, Aspirin medicine and Roundup herbicide. Whereas for the first, appropriation success has been continued through decades, for the latter, such a continuum has not been realized as expected. Our findings suggest that the continuing appropriation success lies in diligently and interactively adjusting the appropriation strategy with attention paid to the shifting appropriability conditions. This adjustment requires a firm to identify the most substantial appropriability premises for innovation in different situations, recognizing that isolating appropriability mechanisms and complementary assets can have varied and distinctive implications depending on the pertinent contextual factors

Benefiting from innovation in future 6G

Abstract This chapter takes a wider perspective on profiting from innovation and discusses firm, ecosystem, industry, and policy-level aspects relevant for developing 5G/6G. To date, mobile communication networks have been seen as enabling technologies, the innovations potential of which can be characterized by looking at technology complementarity, standardization, and intellectual property issues. With 6G, especially in combination with artificial intelligence, the mobile network will gain features of a general-purpose technology platform with specificities regarding the appropriability of value. This chapter will discuss the potential value appropriability and conditions in the context of 6G, as well as the instruments, processes, and outcomes of value appropriation in 6G, reflecting those against earlier developments. The chapter concludes with implications for innovation policy, regulatory authorities, firms, and entrepreneurs

Orchestrator types, roles and capabilities:a framework for innovation networks

Abstract In this study, attention is turned to those actors who orchestrate innovation networks; their types, roles and capabilities. We assert that the type of orchestrator and what they (can) do are related aspects. Our starting point is that while orchestration in general comprises a variety of important activities, ranging from ensuring knowledge mobility to coordination, not all of these are accomplished by the same means or are equally emphasized at all times. A conceptual review of existing literature and the related qualitative comparative analysis suggest that orchestrators take different roles by focusing on specific sets of activities at certain times and conducting them in different ways. This implies mastering specific capabilities. Furthermore, sometimes circumstances push orchestrators to adopt roles that are unnatural to them. In those cases, capabilities of a different nature become relevant. Following from this line of thinking, our findings indicate three types of capabilities. First, operational role-implementation capabilities determine the ease and success of executing role-specific activities. Second, we further suggest that role-switching capabilities allow the orchestrator to move between the roles that it can naturally adopt. A third type of capability, role-augmentation, is needed to adopt roles beyond natural limitations related to orchestrator type. The resulting conceptual framework aims to combine the scattered existing literature and provide conceptual tools for future research

We’re only human:an exploratory study of biases and strategic problem formulation performance

Abstract This study looks at how decisions are made during early-stage innovation, specifically how managers, teams, or team leaders formulate problems on which to focus. Problem formulation processes put organisations on paths that incur sunk costs and influence subsequent problem solving and innovation outcomes. Varying human biases may impair these processes. Therefore, factors that have the potential to mitigate biases play a key role in determining problem formulation performance. This exploratory study looks at one of these factors by examining the role of awareness of bias. It offers theoretical insight into and examines empirically the relationships between bias awareness and bias intensity, as well as between bias intensity and problem formulation performance. Using the problem as the unit of analysis, and examining original survey datasets gathered from the US, China, and Finland, we find that two bias types are particularly prone to influence strategic problem formulation: Solution jumping as a cognitive bias and dominance as a motivational bias show negative relationships with problem formulation performance. We also find that unlike other biases, dominance bias appears unaffected by the degree of bias awareness. The insights from our study shed light on how formulating novel problems is subject to the influence of cognitive, motivational, and informational biases

How to appropriate value from general-purpose technology by applying open innovation

Artificial intelligence increasingly attracts attention and investments. However, appropriating value from this general-purpose technology (GPT) can be difficult. To understand these challenges, this article analyzes why IBM failed to generate significant profits from IBM Watson Health despite its promising starting points. The findings suggest that, considering the characteristics of GPT, an overly closed approach for taking it to market contributed to the failure. Furthermore, conditions such as the immaturity and the complexity of the application field intensified the challenges. This study suggests that using a strong appropriability regime in open innovation can enhance the appropriation of value from a GPT