R&D Management

🔊 New study investigates direct and indirect effects of R&D intensity on the innovation activities of SMEs in a developing economy context. The article by Dacosta Omari, PhD , Dr Stephanie A. Scott, Zsófia Tóth and Christos Tsinopoulos from Durham University Business School, Durham University and Royal Holloway, University of London, analyzes data from 241 resource-constrained small and medium-sized enterprises (SMEs) in Ghana. Key results: ☑ Quality management mediates the relationship between R&D intensity and product innovation ☑ Knowledge integration and financial slack affect the relationship between R&D intensity and product innovation, with a high level of knowledge integration enhancing the effect but a high financial slack hindering it. Practical and policy implications: ✅ Managers should invest in developing quality management capabilities to deliver robust product innovation/ effective R&D ✅ Managers should also be aware that a high level of financial slack hinders the indirect effect of R&D intensity on product innovation ✅ Policymakers should support SMEs in adopting and developing broader skills to accelerate innovation and promote survival (i.e. quality management initiatives knowledge integration best practices). Read the #openaccess study here: https://lnkd.in/dXfcwnMr #smes #rndmanagement #innovation

📯 New study examines the main effects and interaction effects of CEO bonding and bridging social capital on exploratory innovation. The article by Jinxin Yang, Sergio Grove and Mengge Li from Hong Kong Metropolitan University and The University of Texas at El Paso, analyzes a sample of 7,540 firm-year observations of public U.S. firms from 2000 to 2014. Key takeaways: 🔗 A low to moderate degree of bonding social capital propels more exploratory innovation 🔗 Excessive bonding social capital exponentially hampers exploratory innovation due to information overload 🔗 Bridging social capital enhances the benefits of low to moderate degrees of bonding social capital, enabling exploratory innovation, and mitigates the costs of over-bonding effects (inverted U-shape). Practical implications: 🖇 To enhance the capability of exploratory innovation, CEOs and R&D directors need to consciously shape their social network into an ideal structure consisting of moderate bonding social capital and high bridging social capital 🖇 CEOs and R&D directors must be aware that being in a closed network with many connections may in fact inhibit their knowledge of novel ideas 🖇 Leveraging knowledge and ideas from contacts who are not in the closed circle can help generate innovative ideas for CEOs and R&D directors.   Read the full study here: https://lnkd.in/dTHvd6F8   #socialcapital #CEOs #rndmanagement #innovation

📢 New Book Review out for “Business Design Thinking and Doing: Frameworks, Strategies and Techniques for Sustainable Innovation” written by Angèle Beausoleil from The University of British Columbia. 📝 The review was conducted by Daniel Ferreira Polónia from GOVCOPP. The book Author, Angèle Beausoleil, says about the book review: 💬 “This review offers a clear summary and valuable contribution to industry practitioners, educators, learners, and researchers. Of note, the reviewers suggest its practical prose uniquely combines real business application with sustainable innovation strategies and measures.” 📑 The book: 📌 Carves its niche by leaning heavily into the educational sphere 📌 Focuses on connecting academia and practical business toolkits through prescriptive, educational pathways. 🎯 Central to the book is the Business Design Method (BDM): 📍  This is a systematic approach divided into four strategic phases: Start, Find, Frame and Solve 📍 The BDM implicitly supports sustainable innovation, positioning innovators to create solutions with lasting value and reduced waste 📍 The BDM’s structured yet flexible framework enables practitioners to systematically apply design thinking principles to complex business challenges. 🔭 Future research avenues: ➡ More exploration of how the BDM could be adapted or scaled for different organisational sizes or sectors ➡ Comparing more explicitly the empirical foundations of the BDM with other established innovation methodologies ➡ Further detailed exploration of the theoretical foundations and practical implementation of measures for innovation.   Full book review here: https://lnkd.in/dS6Pe_mk   Palgrave Macmillan Irina Saur-Amaral #desingthinking #innovation #rndmanagement #bookreview

🔊 Hot off the press! New study explores the relationship among the innovation environment, R&D teams' transactive memory system (TMS), and knowledge collaboration. The article by Qiang Cheng, Linna Xu, Yiling Liu, Yue Liu, Chun Peng, Xingsong He, Yilin Fu and Yanru Chang from Southwest Petroleum University, Southwestern University of Finance and Economics, Zicklin School of Business, BERNARD Baruch College, conducts an empirical analysis of 235 valid questionnaires. Key takeaways: 🔷 The Innovation environment has a direct and significant positive effect on the team’s TMS and knowledge collaboration 🔷Team’s TMS has some direct and significant positive effects and mediating effects on knowledge collaboration; the coordination of team’s TMS has no significant effect on the knowledge Integration process of knowledge collaboration 🔷 The innovation environment can indirectly affect the knowledge collaboration process through the specialization and credibility of the TMS. Managerial implications: ▶ To promote better operation of teams’ TMS and improve the degree of knowledge collaboration among team members, a good innovation environment for R&D teams should be created, in terms of external resources, funds, humanities, and policy support ▶ For the specialization of the TMS, the professional background of the members should be considered when forming the R&D team ▶ For credibility and coordination of the TMS, “group building” activities can be organized within the team to improve the frequency of mutual communication among team members and promote the knowledge collaboration within the team ▶ Through the model and dimensions in this article, enterprises can establish corresponding assessment systems, self-examine existing deficiencies, and make targeted adjustments to promote their innovation development.   Read the full article here: https://lnkd.in/gPdEiWxt   #transactivememory #teams #collaboration #rndmanagement #innovation

📯 New study explores the impact of Big Data, in terms of Volume, Velocity, and Variety (“3Vs”) on small and medium enterprises' (SMEs') open innovation (OI) search. The article by giulio ferrigno, Saverio Barabuffi, Enrico Marcazzan and Andrea Piccaluga, from Scuola Superiore Sant'Anna, develops a quantitative analysis on a sample of 123 Italian SMEs. Key results: 🔹 Big Data significantly influences SMEs’ OI breadth, leading to increased external collaborations 🔹 In parallel, Big Data do not affect SMEs’ OI depth 🔹 The impact varies among the different “3Vs” of Big Data suggests that some characteristics have a more pronounced effect on SMEs’ OI strategies. Practical implications: ▶ The study underscores how SMEs can benefit from leveraging Big Data to initiate and facilitate external collaborations, which can enhance their innovation efforts. ▶ However, SMEs’ decision makers should be cautious about expecting Big Data to directly impact the depth of these collaborations ▶ SMEs’ managers should also carefully consider how to utilize Big Data in innovation and collaboration strategies, taking into account that the impact may vary depending on the specific characteristics of the Big Data involved.   Read the full #openaccess study here: https://lnkd.in/dkK9u8Zh   #bigdata #openinnovation #rndmanagement

🔔 Call for Tracks for R&D Management Conference 2025, hosted by the Scuola Superiore Sant'Anna📯 📝 Conference theme "Innovation & Biodiversity" 💡🌿 https://rnd2025.org/ 👉 Tracks are very important for the R&D Management Conference. In particular, track chairs 1️⃣ Promote their tracks and the conference itself 2️⃣ Attend monthly online meetings before the conference 3️⃣ Be responsible for abstract and paper selection 4️⃣ Promote Special Issues and such. 📨 Welcome to propose a track via Google Forms specifying: ➡ the title of the proposed track (maximum 30 words) ➡ abstract (maximum 150 words) ➡ a long description of the track (maximum 500 words) ➡ your name and affiliation as track proponent ➡ the name(s) and affiliation(s) of other (maximum three) track co-chair(s). 📅 Deadline for track submissions: 31 October 2024 ❗ 📤 Notification of acceptance by 15 November 2024. 📧 For questions, please contact [email protected] #rnd2025 #rndmanagement #innovation #biodiversity

👉 How do incumbent firms manage asymmetric buyer–supplier relationships with start-ups (venture clienting) and overcome challenges related to culture, governance structure, and negotiating power❓ The article by Laura Doriane Baumgärtner, Ronja Stoffregen, Dr. Jonas Soluk, Dr. Nadine Kammerlander and Gregor Gimmy from WHU – Otto Beisheim School of Management, Stockholm School of Economics, House of Innovation and 27pilots, draws on data from 52 semi-structured interviews with key decision makers in a multi-case study of six incumbent firms engaging in venture clienting. Key takeaways: The study: 👉 inductively distills three maturity stages of venture clienting within incumbent firms, as well as the triggers for each of these stages: ➡ initiation ➡ complexification ➡ pruning 👉 sheds light on the dynamic capabilities that firms develop in each maturity stage and outline the enablers that foster their development 👉 reveals how these dynamic capabilities affect corporate entrepreneurship in the incumbent firm, in terms of opportunity recognition and technology integration success. Practical implications: ⭕ The study provides guidance for decision makers in incumbent firms, enhancing their understanding of how venture clienting can stimulate corporate entrepreneurship ⭕ By clarifying the resource needs at each stage of initiation, complexification and pruning, decision makers can better allocate resources ⭕ Managers are encourgaed to consider venture clienting for purposes other than classical product and business model innovation so as not to miss out on start-ups that provide technology for process and operations improvement. Policy implications: 🔲 Establishing a (semi-) public organization network to aid start-ups in venture clienting, and increasing the (semi-) public financial resources dedicated to such activities, would alleviate start-ups’ concerns and challenges related to transparency and financial/advisory assistance.   Read the #openaccess study here: https://lnkd.in/gMbjAHqH #startups #incumbents #rndmanagement

🔊 From the SI on sharing economy BMs: How sustainable is the sharing business model? The article by Per Carlborg, Hannah Snyder and Lars Witell from INTERORG Marketing Research Center, Örebro University School of Business, BI Norwegian Business School and Linköping University, builds on the resource-based view of the firm and practice theory to develop a conceptual framework for evaluating the sustainability of sharing business models at the level of the individual, the firm, and society. Key takeaways: 🍃 The proposed dual-process model suggests that two competing processes contribute to sustainability 🍃 The conceptual model and propositions advance theory and provide a research agenda for future empirical studies. Propositions: Proposition 1️⃣: The sharing business model affects the sharing practices of suppliers and customers. Proposition 2️⃣: Sharing practices affect sustainability creation through anticipated effects on financial, environmental, and social dimensions of sustainability. Proposition 3️⃣: Sharing practices affect sustainability destruction through rebound effects on financial, environmental, and social dimensions of sustainability. Proposition 4️⃣: The strength of the effect of the sharing business model on the sharing practices is influenced by the objects of sharing. Proposition 5️⃣a: The strength of the effect of sharing practices on sustainability creation is influenced by the sharing platform. Proposition 5️⃣b: The strength of the effect of sharing practices on sustainability destruction is influenced by the sharing platform. Proposition 6️⃣: Sustainability of the sharing business model is formed by sustainability creation and sustainability destruction. Proposition 7️⃣a: The effects of sustainability creation on sustainability are influenced by cross-level effects between the individual, firm, and society. Proposition 7️⃣b: The effects of sustainability destruction on sustainability are influenced by cross-level effects between the individual, firm, and society.   Practical implications: ⚖ The proposed framework can be used to identify how different dimensions, aspects and levels of sustainability are affected by increasingly common practices such as green washing and woke washing ⚖ To address whether sharing business models can support the transition toward sustainability, the focus should not be only on profits and growth of multinational firms in the sharing economy; instead, different actors, including individuals, firms, and society, as well as different sustainability dimensions, must be considered. Read the full study #openaccess here: https://lnkd.in/dGYZEnAi #sharingeconomy #businessmodels #rndmanagement

🔊 From the SI on sharing economy BMs: Dynamics of new venture strategies and ecosystem legitimacy: the case of Airbnb 🚀 The article by Zahra Kashanizadeh, Saeed Khanagha, Andreas Alexiou and Henk W. Volberda from University of Amsterdam - Amsterdam Business School, Vrije Universiteit Amsterdam (VU Amsterdam) and Tilburg School of Economics and Management, adopts an inductive single case study approach and investigates how digital platform-based ventures navigate the tension between remaining legitimate yet distinctive throughout the organizational lifecycle. Key takeaways: 🏠 The proposed model of digital platform development reveals three distinct stages of strategy shifts: ◻ demonstrating a sense of novelty ◻ establishing dominant positioning in a broader market ◻ competitive differentiation to create value for customers 🏠 Primary triggers for change and the organizational identity change process are also identified in different stages of the organizational lifecycle 🏠 Overall, introducing a peer-to-peer sharing concept into an established industry requires significant efforts to establish cognitive and sociopolitical legitimacy among various stakeholders. Managerial & policy implications: 🏢 When entering established industries, digital sharing platform founders should strive to prioritize customer-oriented actions, e.g. through establishing continuous feedback loops and capacities for innovation 🏢 New ventures must carefully adjust strategies and organizational identity in response to changing environmental contexts, e.g., establishing both the user and provider sides of the platform in each country 🏢 New ventures should also avoid positioning themselves too close or too far from neighboring markets, to effectively maintain established legitimacy and prevent identity ambiguity 🏢 Entrepreneurs must proactively develop and leverage their capabilities with the foresight to effectively navigate challenges that may not be immediately apparent 🏛 Policymakers should be aware that the innovative nature of digital sharing economy platforms challenges traditional regulatory structures, resulting in ongoing legal and regulatory difficulties.   Read the #openaccess study here: https://lnkd.in/dzPpY53B   #sharingeconomy #businessmodels #rndmanagement

🔊 From the SI on sharing economy BMs: "Bright and dark sides of adopting platform-based sharing economy BMs" 🌗 The study by Sheshadri Chatterjee, Ranjan Chaudhuri, Demetris Vrontis and Raj Mahto from Indian Institute of Technology Kharagpur, Pôle Léonard de Vinci, University of Nicosia, LAU Adnan Kassar School of Business, Lebanese American University and The University of New Mexico, develops a conceptual model validated using the PLS–SEM technique, considering 376 responses from different organizations in India.   Research questions (RQs): RQ 1️⃣: How do employees of organizations perceive the adoption of a platform-based sharing economy business model? RQ 2️⃣: What are the determinants impacting the adoption of a platform-based sharing economy business model? RQ 3️⃣: Is there any moderating impact of digital leadership support on the adoption of a platform-based sharing economy business model?   Key results: 🌕 In the context of the best usage of digital technologies in the new model, the support of leadership is of supreme importance 🌕 Sustainable gain and financial motive could improve the intention of organizations to adopt a platform-based sharing economy BM 🌕 Reciprocal advantages positively impact the perceived benefits, which in turn influence an organization’s intention to adopt a sharing economy BM 🌑 Competitors who participate in the sharing economy could indulge in unethical and immoral activities, thereby destabilizing the entire sharing economy business process, inimical for the overall performance of the organizations.   Managerial implications: 👉 Promoting cost-effective and sustainable practices is crucial for organizations adopting a sharing economy BMs 👉 Employees of the participating organizations should be savvy in using different digital technologies in the sharing economy 👉 Transparent policies regarding the terms and conditions of reciprocity, as well as caution to prevent malpractice, could help participating organizations to avoid misuse of data and intellectual property and opportunistic behavior in the context of exchanging rewards.    Read the full study here: https://lnkd.in/dNEXp_zg   #sharingeconomy #businessmodels #rndmanagement #innovation