Linking knowledge, entry timing and internationalization strategy

This paper contributes to the current internationalization theory by linking the characteristics of the firm's resource-base, its market-entry timing orientation and international growth orientation so as to shed more light on internationalization strategies. By employing multi-industry data, we find that the nature of the firm's knowledge, its entry timing orientation and international growth orientation are related to its internationalization strategy. Among other results, we find that the firm's accumulated expertise is positively related for both the international growth orientation and entry timing orientation. The international growth orientation, in turn, is related both to the path type of internationalization the firm employs as well as the geographical diversification in market entry. In other words, the results suggest that the firm's resource-base influences on both its entry timing orientation and to the internationalization strategy. These and other findings are discussed with regard to their scholarly and managerial implications.     

Clusters,knowledge spillovers and new venture performance: An empirical examination

Firms in geographic regions with industry clustering have been hypothesized to possess performance advantages due to superior access to knowledge spillovers. Yet, no prior studies have directly examined the relationship between a firm's location within a cluster, knowledge spillovers and firm performance. In this study, we examine whether technological spillovers explain the performance of new ventures in cluster regions. We find that ventures located within geographic clusters absorb more knowledge from the local environment and have higher growth and innovation performance, but contrary to conventional wisdom, technological spillovers are not the contributing cause of higher performance observed for these firms.     

Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management

Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage.     

Innovation leadership: Best-practice recommendations for promoting employee creativity,voice, and knowledge sharing

Innovation—the implementation of creative ideas—is one of the most important factors of competitive advantage in 21^st century organizations. Yet, leaders do not always encourage employee behaviors that are critical for innovation. We integrate existing literature on the critical factors that serve as antecedents of innovation, including employee voice and knowledge sharing, which in turn lead to creativity and innovation. Based on existing empirical research, we offer evidence-based recommendations for managers to become innovation leaders by: (1) developing the right group norms, (2) designing teams strategically, (3) managing interactions with those outside the team, (4) showing support as a leader, (5) displaying organizational support, and (6) using performance management effectively.     

Mobility of public researchers, scientific knowledge transfer, and the firm's innovation process

The present study provides evidence on the mobility effects of researchers from the public R&D system with regard to firm's innovation process. This issue is particularly novel and important as these researchers contribute to the production and transfer of knowledge previously developed and accumulated in the public R&D system. The findings confirm that scientific knowledge which public researchers provide has a positive influence on both inputs and outputs of the firms' innovation process. The fact that firms have access to additional knowledge which is complementary to that they already hold represents a spur for exploiting and applying this new knowledge. The firms in this study continually increased their in-house R&D investments. As a result of these investments firms create new knowledge of a unique and valuable type. The study draws two important conclusions geared to providing a greater efficiency in human resource management and to improve the design of technology policies.     

How to reduce perceived risk when buying online: The interactions between intangibility,product knowledge,brand familiarity,privacy and security concerns

This paper studies how product intangibility and its moderators affect perceived risk in an online shopping setting. The moderators studied were brand familiarity, product knowledge, privacy concerns and security concerns. Student samples performed online experimental tests, wherein product intangibility was manipulated. The findings indicate that both mental intangibility and physical intangibility increased perceived risk. Mental tangibility had more impact over perceived risk than physical tangibility. This study is the first to show how intangibility, product knowledge, brand familiarity, privacy and security concerns interact and affect perceived risk. Previous studies did not have the opportunity to observe the interactions of these relevant dimensions, thus not identifying which one would have a stronger effect over the perceived risk of buying online. In short, we found that when interacting with intangibility security and privacy concerns increase perceived risk to the same degree. On the other hand, product knowledge reduces the perceived risk more than brand familiarity.