The Experts below are selected from a list of 39972 Experts worldwide ranked by ideXlab platform
Oliver Gassmann - One of the best experts on this subject based on the ideXlab platform.
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Achieving Subsidiary Integration in International Innovation by Managerial “Tools”
Management International Review, 2011Co-Authors: Marcus Matthias Keupp, Maximilian Palmié, Oliver GassmannAbstract:Our study articulates and empirically tests a theory of how the parent Firm of a multinational corporation (MNC) can achieve global integration of subsidiaries into the MNC’s intraFirm Network by using managerial “tools” to manipulate the MNC’s formal organizational architecture. Taking a subsidiary’s performance as an observable criterion to measure the success of its integration into the global intra-Firm Network, the model is tested on a unique dataset of 287 international R&D subsidiaries. Our findings suggest that the parent Firm can actively improve a subsidiary’s performance and hence its integration by encouraging knowledge asset transfer, by granting the subsidiary a mandate for undertaking activities on behalf of the corporation as a whole, and by providing it with more operational autonomy. These findings open up a deep perspective of how subsidiary integration can be achieved by appropriate managerial “tools” in the context of international innovation. We discuss the implications of these results for the literature and for managers.
Robert Huggins - One of the best experts on this subject based on the ideXlab platform.
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knowledge flow and inter Firm Networks the influence of Network resources spatial proximity and Firm size
2010Co-Authors: Robert Huggins, Andrew JohnstonAbstract:The objective of this paper is to analyse the characteristics and nature of the Networks that Firms utilize to access knowledge and facilitate innovation. The paper draws on the notion of Network resources, distinguishing two types: social capital-consisting of the social relations and Networks held by individuals; and Network capital-consisting of the strategic and calculative relations and Networks held by Firms. The methodological approach consists of a quantitative analysis of data from a survey of Firms operating in knowledge-intensive sectors of activity. The key findings include: social capital investment is more prevalent among Firms frequently interacting with actors from within their own region; social capital investment is related to the size of Firms; Firm size plays a role in knowledge Network patterns; and Network dynamism is an important source of innovation. Overall, Firms investing more in the development of their inter-Firm and other external knowledge Networks enjoy higher levels of innovation. It is suggested that an over-reliance on social capital forms of Network resource investment may hinder the capability of Firms to manage their knowledge Networks. It is concluded that the link between a dynamic inter-Firm Network environment and innovation provides an alternative thesis to that advocating the advantage of Network stability.
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inter Firm Network policies and Firm performance evaluating the impact of initiatives in the united kingdom
2001Co-Authors: Robert HugginsAbstract:This paper explores the strengths and weaknesses of inter-Firm Networks as a public policy resource, that has necessarily required experimentation and adaptation. The focus of the paper is an evaluation of public policy Network initiatives in the United Kingdom from the point of view of the companies participating in these initiatives. The study finds that inter-Firm Network initiatives have faced a number of problems, resulting in the level of inter-Firm interaction being generally fairly low and unintensive. This has severely limited the number of Firms that have benefited from participation, as well as the overall impact on Firm performance and growth. More positively, it is shown that the initiatives have resulted in substantial gains for albeit a small number of participating companies. The small number of companies achieving substantial benefits were most often those involved in initiatives that were able to formalise sustainable Networks. The key policy problem is that this situation has occurred in only a very restricted number of circumstances, with formal Network initiatives being subject to extremely high 'drop-out' rates. It is suggested that policies aimed at formal Network initiatives should be abandoned as a mechanism for creating a critical mass of sustainable Networks. Instead, the progression of policy models based on informal initiatives appears to offer the most plausible means of catalysing inter-company contact.
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the success and failure of policy implanted inter Firm Network initiatives motivations processes and structure
2000Co-Authors: Robert HugginsAbstract:This paper examines the processes and causes of inter-Firm Network success and failure, defined in terms of the ability of Networks to become a sustained and valued form of business activity for their members. The paper examines four different case study Network initiatives: (1) a failed informal "new entrepreneurs" Network"; (2) a successful informal "local cluster group"; (3) a failed formal "defence contractors" Network"; and (4) a successful formal "small-Firm technology group". It is shown that Networks in business are often consciously developed and maintained by those managing directors who have recognized the importance of co-operative activities for achieving competitive advantage for their companies. The best Network support consisted of brokers who are able to mix and overlap the "hard" business and "softer" social interests of participants. The case studies indicate that it is formal groups that are the most potent form of inter-Firm Network, but that it is through an initially informal structure that they are best facilitated. It is concluded that both economic and social rationalities are at play in the motivation of Firms to join Networks, and that their success is closely connected to pre-existing commonality between members.
Alsones Balestrin - One of the best experts on this subject based on the ideXlab platform.
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MANAGEMENT PRACTICES OF SMALL-Firm NetworkS AND THE PERFORMANCE OF MEMBER FirmS
Business: Theory and Practice, 2017Co-Authors: Douglas Wegner, Felipe De Mattos Zarpelon, Jorge Renato Verschoore, Alsones BalestrinAbstract:Even considering a small-Firm Network as a new organizational form, few studies analyze how Network management practices may influence the performance of member Firms. To help overcome this gap, we conducted a survey with 242 Firms associated with 49 small-Firm Networks in Brazil. The results show that collective planning, evaluation, communication, innovation, services offered by the Network, leadership, and also the entrepreneurs’ orientation to business development have a positive influence on Firms’ performance. The study contributes to the organizational literature and practice as it identifies a set of management practices that influence the performance of Firms in small-Firm Networks.
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Knowledge creation in small‐Firm Network
Journal of Knowledge Management, 2008Co-Authors: Alsones Balestrin, Lilia Maria Vargas, Pierre FayardAbstract:Purpose – The purpose of this research is to aim to understand how the dynamic of knowledge creation takes place within a small‐Firm Network (SFN).Design/methodology/approach – The research, qualitative in nature, was developed through the case study of the Clothing Industries Association, called AGIVEST, formed by 35 small clothing industries located in southern Brazil. This article attempts to offer a more comprehensive approach towards the creation of organizational knowledge, by shifting from an endogenous process of the individual Firm to a multidirectional exogenous process within Networks.Findings – The research presents evidence that the context of a cooperation Network may provide an environment of collective learning, represented above all by the interaction dynamic that occurs between the Firms through the creation of several types of ba (specific context in terms of time, space and relationship), which support the process of knowledge creation.Originality/value – This approach should consider ...
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knowledge creation in small Firm Network
Journal of Knowledge Management, 2008Co-Authors: Alsones Balestrin, Lilia Maria Vargas, Pierre FayardAbstract:Purpose – The purpose of this research is to aim to understand how the dynamic of knowledge creation takes place within a small‐Firm Network (SFN).Design/methodology/approach – The research, qualitative in nature, was developed through the case study of the Clothing Industries Association, called AGIVEST, formed by 35 small clothing industries located in southern Brazil. This article attempts to offer a more comprehensive approach towards the creation of organizational knowledge, by shifting from an endogenous process of the individual Firm to a multidirectional exogenous process within Networks.Findings – The research presents evidence that the context of a cooperation Network may provide an environment of collective learning, represented above all by the interaction dynamic that occurs between the Firms through the creation of several types of ba (specific context in terms of time, space and relationship), which support the process of knowledge creation.Originality/value – This approach should consider ...
Gerard George - One of the best experts on this subject based on the ideXlab platform.
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the dynamic impact of innovative capability and inter Firm Network on Firm valuation a longitudinal study of biotechnology start ups
Journal of Business Venturing, 2010Co-Authors: Yanfeng Zheng, Gerard GeorgeAbstract:Prior research suggests that a high technology start-up's innovative capability and inter-Firm Network influence its performance and consequently, Firm valuation. Few studies consider their joint influence and even fewer consider the temporal change of those effects on Firm valuation. In this study, we propose that Firm age, a key organizational variable, represents both the development of organizational routines from a start-up's perspective and the accumulation of accessible information from an investor's viewpoint. As such, an investor's evaluation of a high technology start-up's innovative capability and inter-Firm Network evolves with Firm age. Using panel data of 170 biotechnology start-ups, our results suggest that the relative value of Network status declines while the impact of innovative capability increases with Firm age. Interestingly, there is a growing complementary effect of innovative capability and Network heterogeneity on Firm valuation. The implications of these findings for entrepreneurial practice and theories of Firm capabilities and inter-Firm Network are discussed.
Marcus Matthias Keupp - One of the best experts on this subject based on the ideXlab platform.
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Achieving Subsidiary Integration in International Innovation by Managerial “Tools”
Management International Review, 2011Co-Authors: Marcus Matthias Keupp, Maximilian Palmié, Oliver GassmannAbstract:Our study articulates and empirically tests a theory of how the parent Firm of a multinational corporation (MNC) can achieve global integration of subsidiaries into the MNC’s intraFirm Network by using managerial “tools” to manipulate the MNC’s formal organizational architecture. Taking a subsidiary’s performance as an observable criterion to measure the success of its integration into the global intra-Firm Network, the model is tested on a unique dataset of 287 international R&D subsidiaries. Our findings suggest that the parent Firm can actively improve a subsidiary’s performance and hence its integration by encouraging knowledge asset transfer, by granting the subsidiary a mandate for undertaking activities on behalf of the corporation as a whole, and by providing it with more operational autonomy. These findings open up a deep perspective of how subsidiary integration can be achieved by appropriate managerial “tools” in the context of international innovation. We discuss the implications of these results for the literature and for managers.