Araştırma Makalesi
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Dışsal Ortaklık Ve Yenilik Hedefleri: Sektörün Aracılık Etkisi

Yıl 2022, Cilt: 23 Sayı: 2, 415 - 430, 19.12.2022
https://doi.org/10.17494/ogusbd.1191082

Öz

Bu çalışma dışsal ortaklığın gelişmekte olan ülke firmalarının yenilik performansına olan etkisini farklı koşulsal faktörleri dikkate alarak incelemeyi hedeflemektedir. İlk olarak, yenilik hedeflerinin dışsal ortaklık ile yenilik performansı arasındaki ilişkiyi nasıl etkilediği araştırılmaktadır. İkinci olarak, yenilik hedefleri aracılık faktörünün etkisi üretim ve hizmet sektöründe nasıl farklılaştığı araştırılmaktadır. Bu bağlamda, bu araştırma daha düşük yenilik hedeflerine sahip olan firmaların daha çok dışsal ortaklıktan faydalandıklarını ileri sürmektedir. Ayrıca, bu faydalanmanın üretim firmaları için pozitif, hizmet firmaları için negatif olduğunu ileri sürmektedir. Türkiye’nin farklı sektörlerinden oluşan 2370 firma üzerinde yapılan analizler çalışmanın hipotezlerini desteklemektedir.

Kaynakça

  • Ahuja, G. (2000). Collaboration networks, structural holes, and innovation: a longitudinal study. Administrative Science Quarterly, 45(3), 425-455.
  • Atuahene-Gima, K. (1996). Differential potency of factors affecting innovation performance in manufacturing and services firms in Australia. Journal of Product Innovation Management, 13(1), 35-52.
  • Bertrand, M. and Mullainathan, S. (2001). Do people mean what they say? Implications for subjective survey data. The American Economic Review, 91(2), 67-72.
  • Bierly III, P. E., Damanpour, F. and Santoro, M. D. (2009). The application of external knowledge: organizational conditions for exploration and exploitation. Journal of Management Studies, 46(3), 481-509.
  • Bos, B., Faems, D. and Noseleit, F. (2017). Alliance concentration in multinational companies: examining alliance portfolios, firm structure, and firm performance. Strategic Management Journal, 38(11), 2298-2309.
  • Bowen, H. P. (2012). Testing moderating hypotheses in limited dependent variable and other nonlinear models: secondary versus total interactions. Journal of Management, 38(3), 860-889.
  • Chesbrough, H. W. (2011). Bringing open innovation to services. MIT Sloan Management Review, 52(2), 85.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
  • Cohen, W. M. and Malerba, F. (2001). Is the tendency to variation a chief cause of progress? Industrial and Corporate Change, 10(3), 587-608.
  • Desyllas, P., Miozzo, M., Lee, H. and Miles, I. (2018). Capturing value from innovation in knowledge intensive business service firms: the role of competitive strategy. British Journal of Management, 29(4), 769-795.
  • Dolfsma, W. (2004). The process of new service development: formalisation and appropriability. International Journal of Innovation Management, 8(3), 319-337.
  • Du, J., Leten, B. and Vanhaverbeke, W. (2014). Managing open innovation projects with science based and market-based partners. Research Policy, 43(5), 828-840.
  • Ettlie, J. E. and Rosenthal, S. R. (2011). Service versus manufacturing innovation. Journal of Product Innovation Management, 28(2), 285-299.
  • Gallouj, F. (2002). Innovation in services and the attendance old and new myths. Journal of Socio- Economics, 31(2), 137-154.
  • Grimpe, C. and Kaiser, U. (2010). Balancing internal and external knowledge acquisition: the gains and pains from R&D outsourcing. Journal of Management Studies, 47(8), 1483-1509.
  • Groysberg, B. and Lee, L. (2009). Hiring stars and their colleagues: exploration and exploitation in professional service firms. Organization Science, 20(4), 740-758.
  • Hansen, M. T. (1999). The search-transfer problem: the role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82-111.
  • He, Z. and Wong, P. (2004). Exploration vs exploitation: an empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
  • Hoang, H. A. and Rothaermel, F. T. (2010). Leveraging internal and external experience: exploration, exploitation, and R&D project performance. Strategic Management Journal, 31(7), 734-758.
  • Jansen, J. J. P., Van Den Bosch, F. A. J. and Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
  • Klingebiel, R. and Rammer, C. (2014). Resource allocation strategy for innovation portfolio management. Strategic Management Journal, 35(2), 246-268.
  • Ko, Y. J., O’Neill, H. and Xie, X. (2021). Strategic intent as a contingency of the relationship between external knowledge and firm innovation. Technovation, 104, 102260.
  • Lahiri, N. and Narayanan, S. (2013). Vertical integration, innovation, and alliance portfolio size: implications for firm performance. Strategic Management Journal, 34(9), 1042-1064.
  • Lavie, D. and Drori, I. (2012). Collaborating for knowledge creation and application: the case of nanotechnology research programs. Organization Science, 23(3), 704-724.
  • Leiponen, A. and Helfat, C. (2010). Innovation objectives, knowledge sources, and the benefits of breadth. Strategic Management Journal, 31(2), 224-236.
  • Leiponen, A. (2012). The benefits of R&D and breadth in innovation strategies: a comparison of Finnish service and manufacturing firms. Industrial and Corporate Change, 21(5), 1255-1281.
  • Li, Y., Vanhaverbeke, W. and Schoenmakers, W. (2008). Exploration and exploitation in innovation: reframing the interpretation. Creativity and Innovation Management, 17(2), 107-126.
  • Li, H., Zhang, Y. and Lyles, M. (2013). Knowledge spillovers, search, and creation in China’s emerging market. Management and Organization Review, 9(3), 395-412.
  • Love, J. H., Roper, S. and Vahter, P. (2014). Learning from openness: the dynamics of breadth in external innovation linkages. Strategic Management Journal, 35(11), 1703-1716.
  • Miles, I. (2007). Research and development (R&D) beyond manufacturing: the strange case of services R&D. R&D Management, 37(3), 249-268.
  • Nijssen, E. J., Hillebrand, B., Vermeulen, P. and Kemp, R. (2006). Exploring product and service innovation similarities and differences. International Journal of Research in Marketing, 23(3), 241-251.
  • Parrilli, M. D., Balavac, M. and Radicic, D. (2020). Business innovation modes and their impact on innovation outputs: regional variations and the nature of innovation across EU regions. Research Policy, 49(8), 104047.
  • Podsakoff, P., MacKenzie, S., Lee, J. and Podsakoff, N. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
  • Roper, S., Love, J. H. and Bonner, K. (2017). Firms’ knowledge search and local knowledge externalities in innovation performance. Research Policy, 46(1), 43-56.
  • Rosenkopf, L. and Nerkar, A. (2001). Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal, 22(4), 287-306.
  • Sampson, R. C. (2007). R&D alliances and firm performance: the impact of technological diversity and alliance organization on innovation. Academy of Management Journal, 50(2), 364-386.
  • Stephan, U., Andries, P. and Daou, A. (2019). Goal multiplicity and innovation: how social and economic goals affect open innovation and innovation performance. Journal of Product Innovation Management, 36(6), 721-743.
  • Sundbo, J. (1997). Management of innovation in services. Service Industries Journal, 17(3), 432-455.
  • Thakur-Wernz, P. And Wernz, C. (2020). Does R&D offshore outsourcing improve innovation in vendor firms from emerging economies? A study of biopharmaceutical industry in India. International Journal of Emerging Markets, 17(6), 1373-1403.
  • Zhao, M. (2006). Conducting R&D in countries with weak intellectual property rights protection. Management Science, 52(8), 1185-1199.

External Partnering and Innovation Objectives: The Moderating Effect of Industry

Yıl 2022, Cilt: 23 Sayı: 2, 415 - 430, 19.12.2022
https://doi.org/10.17494/ogusbd.1191082

Öz

This study examines the effect of external partnering on innovation performance of emerging economy firms by considering different conditional factors. Firstly, the effect of innovative intent is examined to understand how the link between external partnering and innovation performance evolves. Secondly, the interaction effect between external partnering and innovative intention is further examined depending on the industry affiliation. This research argues that firms with less innovative intention leverage more from external partnering than firms with more innovative intention. Moreover, this research argues that the link between external partnering and innovative intent becomes positive for manufacturing firms and negative for service firms. Based on a dataset of 2370 firms from different industries in Turkey, this research finds support for the hypotheses.

Kaynakça

  • Ahuja, G. (2000). Collaboration networks, structural holes, and innovation: a longitudinal study. Administrative Science Quarterly, 45(3), 425-455.
  • Atuahene-Gima, K. (1996). Differential potency of factors affecting innovation performance in manufacturing and services firms in Australia. Journal of Product Innovation Management, 13(1), 35-52.
  • Bertrand, M. and Mullainathan, S. (2001). Do people mean what they say? Implications for subjective survey data. The American Economic Review, 91(2), 67-72.
  • Bierly III, P. E., Damanpour, F. and Santoro, M. D. (2009). The application of external knowledge: organizational conditions for exploration and exploitation. Journal of Management Studies, 46(3), 481-509.
  • Bos, B., Faems, D. and Noseleit, F. (2017). Alliance concentration in multinational companies: examining alliance portfolios, firm structure, and firm performance. Strategic Management Journal, 38(11), 2298-2309.
  • Bowen, H. P. (2012). Testing moderating hypotheses in limited dependent variable and other nonlinear models: secondary versus total interactions. Journal of Management, 38(3), 860-889.
  • Chesbrough, H. W. (2011). Bringing open innovation to services. MIT Sloan Management Review, 52(2), 85.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
  • Cohen, W. M. and Malerba, F. (2001). Is the tendency to variation a chief cause of progress? Industrial and Corporate Change, 10(3), 587-608.
  • Desyllas, P., Miozzo, M., Lee, H. and Miles, I. (2018). Capturing value from innovation in knowledge intensive business service firms: the role of competitive strategy. British Journal of Management, 29(4), 769-795.
  • Dolfsma, W. (2004). The process of new service development: formalisation and appropriability. International Journal of Innovation Management, 8(3), 319-337.
  • Du, J., Leten, B. and Vanhaverbeke, W. (2014). Managing open innovation projects with science based and market-based partners. Research Policy, 43(5), 828-840.
  • Ettlie, J. E. and Rosenthal, S. R. (2011). Service versus manufacturing innovation. Journal of Product Innovation Management, 28(2), 285-299.
  • Gallouj, F. (2002). Innovation in services and the attendance old and new myths. Journal of Socio- Economics, 31(2), 137-154.
  • Grimpe, C. and Kaiser, U. (2010). Balancing internal and external knowledge acquisition: the gains and pains from R&D outsourcing. Journal of Management Studies, 47(8), 1483-1509.
  • Groysberg, B. and Lee, L. (2009). Hiring stars and their colleagues: exploration and exploitation in professional service firms. Organization Science, 20(4), 740-758.
  • Hansen, M. T. (1999). The search-transfer problem: the role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82-111.
  • He, Z. and Wong, P. (2004). Exploration vs exploitation: an empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
  • Hoang, H. A. and Rothaermel, F. T. (2010). Leveraging internal and external experience: exploration, exploitation, and R&D project performance. Strategic Management Journal, 31(7), 734-758.
  • Jansen, J. J. P., Van Den Bosch, F. A. J. and Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
  • Klingebiel, R. and Rammer, C. (2014). Resource allocation strategy for innovation portfolio management. Strategic Management Journal, 35(2), 246-268.
  • Ko, Y. J., O’Neill, H. and Xie, X. (2021). Strategic intent as a contingency of the relationship between external knowledge and firm innovation. Technovation, 104, 102260.
  • Lahiri, N. and Narayanan, S. (2013). Vertical integration, innovation, and alliance portfolio size: implications for firm performance. Strategic Management Journal, 34(9), 1042-1064.
  • Lavie, D. and Drori, I. (2012). Collaborating for knowledge creation and application: the case of nanotechnology research programs. Organization Science, 23(3), 704-724.
  • Leiponen, A. and Helfat, C. (2010). Innovation objectives, knowledge sources, and the benefits of breadth. Strategic Management Journal, 31(2), 224-236.
  • Leiponen, A. (2012). The benefits of R&D and breadth in innovation strategies: a comparison of Finnish service and manufacturing firms. Industrial and Corporate Change, 21(5), 1255-1281.
  • Li, Y., Vanhaverbeke, W. and Schoenmakers, W. (2008). Exploration and exploitation in innovation: reframing the interpretation. Creativity and Innovation Management, 17(2), 107-126.
  • Li, H., Zhang, Y. and Lyles, M. (2013). Knowledge spillovers, search, and creation in China’s emerging market. Management and Organization Review, 9(3), 395-412.
  • Love, J. H., Roper, S. and Vahter, P. (2014). Learning from openness: the dynamics of breadth in external innovation linkages. Strategic Management Journal, 35(11), 1703-1716.
  • Miles, I. (2007). Research and development (R&D) beyond manufacturing: the strange case of services R&D. R&D Management, 37(3), 249-268.
  • Nijssen, E. J., Hillebrand, B., Vermeulen, P. and Kemp, R. (2006). Exploring product and service innovation similarities and differences. International Journal of Research in Marketing, 23(3), 241-251.
  • Parrilli, M. D., Balavac, M. and Radicic, D. (2020). Business innovation modes and their impact on innovation outputs: regional variations and the nature of innovation across EU regions. Research Policy, 49(8), 104047.
  • Podsakoff, P., MacKenzie, S., Lee, J. and Podsakoff, N. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
  • Roper, S., Love, J. H. and Bonner, K. (2017). Firms’ knowledge search and local knowledge externalities in innovation performance. Research Policy, 46(1), 43-56.
  • Rosenkopf, L. and Nerkar, A. (2001). Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal, 22(4), 287-306.
  • Sampson, R. C. (2007). R&D alliances and firm performance: the impact of technological diversity and alliance organization on innovation. Academy of Management Journal, 50(2), 364-386.
  • Stephan, U., Andries, P. and Daou, A. (2019). Goal multiplicity and innovation: how social and economic goals affect open innovation and innovation performance. Journal of Product Innovation Management, 36(6), 721-743.
  • Sundbo, J. (1997). Management of innovation in services. Service Industries Journal, 17(3), 432-455.
  • Thakur-Wernz, P. And Wernz, C. (2020). Does R&D offshore outsourcing improve innovation in vendor firms from emerging economies? A study of biopharmaceutical industry in India. International Journal of Emerging Markets, 17(6), 1373-1403.
  • Zhao, M. (2006). Conducting R&D in countries with weak intellectual property rights protection. Management Science, 52(8), 1185-1199.
Toplam 40 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Ebru Ozturk 0000-0002-4056-4105

Yayımlanma Tarihi 19 Aralık 2022
Gönderilme Tarihi 18 Ekim 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 23 Sayı: 2

Kaynak Göster

APA Ozturk, E. (2022). External Partnering and Innovation Objectives: The Moderating Effect of Industry. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, 23(2), 415-430. https://doi.org/10.17494/ogusbd.1191082
AMA Ozturk E. External Partnering and Innovation Objectives: The Moderating Effect of Industry. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi. Aralık 2022;23(2):415-430. doi:10.17494/ogusbd.1191082
Chicago Ozturk, Ebru. “External Partnering and Innovation Objectives: The Moderating Effect of Industry”. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi 23, sy. 2 (Aralık 2022): 415-30. https://doi.org/10.17494/ogusbd.1191082.
EndNote Ozturk E (01 Aralık 2022) External Partnering and Innovation Objectives: The Moderating Effect of Industry. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi 23 2 415–430.
IEEE E. Ozturk, “External Partnering and Innovation Objectives: The Moderating Effect of Industry”, Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, c. 23, sy. 2, ss. 415–430, 2022, doi: 10.17494/ogusbd.1191082.
ISNAD Ozturk, Ebru. “External Partnering and Innovation Objectives: The Moderating Effect of Industry”. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi 23/2 (Aralık 2022), 415-430. https://doi.org/10.17494/ogusbd.1191082.
JAMA Ozturk E. External Partnering and Innovation Objectives: The Moderating Effect of Industry. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi. 2022;23:415–430.
MLA Ozturk, Ebru. “External Partnering and Innovation Objectives: The Moderating Effect of Industry”. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, c. 23, sy. 2, 2022, ss. 415-30, doi:10.17494/ogusbd.1191082.
Vancouver Ozturk E. External Partnering and Innovation Objectives: The Moderating Effect of Industry. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi. 2022;23(2):415-30.