Journal ArticleDOI
Internal R & D expenditures and external technology sourcing
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In this article, the authors examined the relationship between external R&D activities and internal R & D expenditures on a cross-section of Flemish active companies and found that firms are more frequently engaged in R& D cooperation, the more they spend on internal research.About:
This article is published in Research Policy.The article was published on 1997-10-01. It has received 1058 citations till now.read more
Citations
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Journal ArticleDOI
Absorptive Capacity: A Review, Reconceptualization, and Extension
Shaker A. Zahra,Gerard George +1 more
TL;DR: In this paper, the authors identify key dimensions of absorptive capacity and offer a reconceptualization of this construct, and distinguish between a firm's potential and realized capacity, and then advance a model outlining the conditions when the firm's realized capacities can differentially influence the creation and sustenance of its competitive advantage.
Journal ArticleDOI
In Search of Complementarity in Innovation Strategy: Internal R&D and External Knowledge Acquisition
TL;DR: This paper uses a productivity and an adoption approach, while including a search for contextual variables in the firms strategy that affects complementarity, to analyze complementarity between innovation activities: internal research and development (R&D) and external knowledge acquisition.
Journal ArticleDOI
Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs
TL;DR: In this paper, a meta-analysis synthesizes empirical findings in order to obtain evidence whether and especially under which circumstances smaller, resource-scarce firms benefit from innovation, and they find that the innovation-performance relationship is context dependent.
Journal ArticleDOI
R&D cooperation and spillovers: Some empirical evidence from Belgium
TL;DR: In this paper, Reinhilde Veugelers et al. measured the impact of external information flows on the rate of innovation of a firm and the ability of the firm to appropriate the benefits of its innovations.
Posted Content
Leveraging External Sources of Innovation: A Review of Research on Open Innovation
TL;DR: In this paper, an analysis of prior research on how firms leverage external sources of innovation is presented, which suggests a four-phase model in which a linear process of obtaining, integrating, integrating and commercializing external innovations is combined with interaction between the firm and its collaborators.
References
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Journal ArticleDOI
Innovation and Learning: The Two Faces of R & D
TL;DR: In this paper, 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).
Book ChapterDOI
Economic Welfare and the Allocation of Resources for Invention
TL;DR: In this article, the determination of optimal resource allocation for invention will depend on the technological characteristics of the invention process and the nature of the market for knowledge, which is interpreted broadly as the production of knowledge.
Journal ArticleDOI
Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy
TL;DR: In this article, the authors explain why innovating firms often fail to obtain significant economic returns from an innovation, while customers, imitators and other industry participants be- nefit.
Posted Content
Economic Welfare and the Allocation of Resources for Invention
TL;DR: In this paper, the determination of optimal resource allocation for invention will depend on the technological characteristics of the invention process and the nature of the market for knowledge, which is interpreted broadly as the production of knowledge.
Journal Article
Building a learning organization.
TL;DR: Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin, who defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches,learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization.
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