The authors assume that firms invest in R&D not only to generate innovations, but also to learn from competitors and extraindustry knowledge sources (e.g., university and government labs). This argument suggests that the ease of learning within an industry will both affect R&D spending, and condition the influence of appropriability and technological opportunity conditions on R&D. For example, they show that, contrary to the traditional result, intraindustry spillovers may encourage equilibrium industry R&D investment. Regression results confirm that the impact of appropriability and technological opportunity conditions on R&D is influenced by the ease and character of learning. Copyright 1989 by Royal Economic Society.

Innovation and Learning: The Two Faces of R & D

A meta-analysis of the relationships between organizational innovation and 13 of its potential determinants resulted in statistically significant associations for specialization, functional differe...

https://www.jstor.org/stable/pdf/256406.pdf

Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators

This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.

https://www.jstor.org/stable/pdfplus/2486355.pdf

Core capabilities and core rigidities: a paradox in managing new product development

Chapter 1: The functional source of innovation general patterns economic explanation shifting and predicting the sources of innovation innovation as a distributed process. Chapter 2: Users as innovators. Chapter 3: Variations in the functional source of innovation. Chapter 4: Why does the functional source of innovation vary? How do innovators benefit from innovations? Do benefit expectations differ? Chapter 5: The hypothesis in testable form methods five empirical studies discussion. Chapter 6: Shifting the functional source of innovation. Chapter 7: Root of the problem: market research constrained by user experience Lead users as a solution testing the method discussion. Chapter 8: Innovation cooperation between competing firms applications for innovation management.

The sources of innovation

http://www00.unibg.it/dati/corsi/22023/61787-08%20Pavitt%20(1984).pdf

Sectoral patterns of technical change: Towards a taxonomy and a theory

Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject. Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter). Provides more treatment of innovation in services. Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America. Introduces discussion of the relationship between innovation and the environment.

http://erl.ucc.edu.gh:8080/jspui/bitstream/123456789/3001/1/%5bJoe_Tidd%2c_John_Bessant%2c_Keith_Pavitt%5d_Managing_In%28BookZZ.org%29.pdf

Managing Innovation: Integrating Technological, Market and Organizational Change

This paper uses an analysis of developments in aircraft engine control systems to explore the implications of specialization in knowledge production for the organization and the boundaries of the f...

Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make?

Several areas of economic analysis have given renewed attention during the 1980s to the long run importance of technological learning and technical change. These issues have become a central feature in the new trade and growth theories (e.g. Krugman, 1986; Lucas, 1988; Grossman and Helpman, 1990; Romer, 1986, 1990). They have emerged as one of the major factors explaining differences among the developed countries in growth and trade performance (e.g. Fagerberg, 1987, 1988;Cantwell, 1989), and they underlie analyses of the extent to which, as a result of differing growth paths, economies with different initial income levels have been converging or diverging over time (e.g. Abramovitz, 1986; Baumol, 1986; De Long, g 1988; Dowrick and Gemmell, 1991). This paper contributes to these areas of debate. It draws heavily on the j understanding of technological accumulation in the industrialized world in I order to illuminate the situation in contemporary developing countries. N And, since the basic processes of technological accumulation and technical | change differ fundamentally between the agricultural and industrial sectors I in low income economies, it focuses on the industrial sector. This is the sector in which, at least relative to earlier expectations, disappointment at the realized extent of'catching up' over the last four or five decades is perhaps I greatest. o Even at the beginning of that period, it was widely recognized that there ' were difficulties in transferring agricultural technologies from developed to

Keith Pavitt

Papers

Sectoral patterns of technical change: Towards a taxonomy and a theory

Managing Innovation: Integrating Technological, Market and Organizational Change

Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make?

Technological Accumulation and Industrial Growth: Contrasts Between Developed and Developing Countries

The technological competencies of the world's largest firms: complex and path-dependent but not much variety.