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

Classification of Inter-Organizational Knowledge Mechanisms and their Effects on Networking Capability:A Multi-Layer Decision Making Approach

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.Purpose – The role of inter-organizational knowledge mechanisms (IOKMs) in learning networks is increasing so that the competition of business networks in providing innovations is highly dependent on the effective selection and application of these mechanisms. This study aims to argue that recognizing the classification of IOKMs and understanding their impact on networking capability (NC) makes the selection of mechanismsmore effective. Design/methodology/approach – With a systematic review of literature, a comprehensive list of IOKMs, their main characteristics and NCs have been extracted. The authors have used a focus group for data gathering and a hybrid multi-layer decision-making approach for data analysis. Finally, the impact of IOKMs onNC was determined. Findings – By implementing a multi-layer decision-making approach, four categories of IOKMs including person-to-person, co-creation, team-oriented and informational are illustrated and their effects of NC are determined. Therefore, the findings of this research provide latecomer firms (LCFs) managers with a clear framework for selecting IOKMs. Originality/value – The literature review shows that the number of knowledge mechanisms, especially their inter-organizational types, is increasing. It has made it difficult for LCFs managers to select effective and efficient mechanisms. Most of these mechanisms are listed, and few studies have classified them. Besides, research shows that fewer studies have investigated how IOKMs relate to NC. Furthermore, most studies on IOKMs have been conducted in the context of leading firms and LCFs have been neglected

EXAMINING THE INFLUENCE OF ENVIRONMENTAL TURBULENCE ON FIRM INNOVATION PERFORMANCE IN EMERGING MARKETS: USING AN ENVIRONMENT-STRATEGY-PERFORMANCE FRAMEWORK

Evidence suggests that turbulent environment exposure is a significant driving force for business innovation. The automotive industry is strongly influenced by environmental dynamics due to continuous technological changes. Car OEMs require an accurate landscape of industrial uncertainties. The purpose of this study is to investigate the role of business environmental turbulence (BET) in innovation performance. Applied to the environment-strategy-performance framework and underpinned by the dynamic capability view (DCV) and contingency theory, our research model concerns both the antecedent and moderation roles of BET in innovation performance. A sample of 306 questionnaire data is collected from the management of Iranian automotive firms, and PLS-SEM is used for the analysis. The results suggest that BET improves innovation performance through enhancing networking capability (NC) and collaborative innovation capability (CIC). Besides, BET positively moderates the relationship between NC and innovation performance. This study contributes to understanding business innovation in a turbulent environment setting. Our findings offer important implications for managers to set strategies, particularly in a dynamic environment