Dynamic complementarities in innovation strategies |
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Authors: | James H Love Stephen Roper Priit Vahter |
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Institution: | 1. Enterprise Research Centre and Aston Business School, Aston University, Birmingham B4 7ET, UK;2. Enterprise Research Centre and Warwick Business School, University of Warwick, Coventry CV4 7AL, UK;3. Faculty of Economics and Business Administration, University of Tartu, Tartu 51009, Estonia |
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Abstract: | Using a panel of Irish manufacturing plants over the period 1991–2008 we test for dynamic complementarities in the joint use of internal R&D and external knowledge sources. We find little evidence, either from considering successive cross-sectional waves of comparable surveys, or in terms of the strategy switch choices of specific plants, that there has been a systematic move towards the joint use of internal and external knowledge in innovation. We then test formally for the presence of complementarities in the joint use of internal R&D and external innovation linkages. In static terms we find no evidence of complementarity, but in dynamic terms find evidence that strategy switches by individual plants towards a more ‘open’ strategy are accompanied by increased innovation outputs. |
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Keywords: | Innovation strategies Dynamic complementarities Open innovation Ireland |
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