University‐industry collaboration and front‐end success: the moderating effects of innovativeness and parallel cross‐firm collaboration

Collaboration with science‐based and/or market‐based partners is a promising means for firms’ R&D groups to leverage complementary expertise and resources to generate innovative results. However, R&D managers face the dilemma which partner type to choose in different innovative contexts and whether to focus on one partner type or to integrate both types in early stage R&D. Using survey data from 166 heads of R&D groups, this study investigates university–industry collaboration’s impact on front‐end success depending on the degree of innovativeness and the interaction with other industry partners. The results confirm an overall positive relationship between university–industry collaboration and front‐end success. However, innovativeness increases complexity in this relationship. Parallel collaboration with firms and universities can have a mixed impact on front‐end success depending on the degree of innovativeness. This simultaneous collaboration with firms and universities strengthens front‐end success for more radical innovations, while parallel collaboration activities for more incremental innovations do not necessarily strengthen front‐end success. These findings imply that both collaboration types should be used simultaneously in the front end of radical innovation and that firms could reduce complexity by focusing on either firms or universities as partners for incremental innovations.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

Big splash,no waves? Cognitive mechanisms driving incumbent firms’ responses to low‐price market entry strategies

Research Summary: Low‐price market entries, aiming for rapid sales growth, tend to prompt strong competitive reactions. This research explores whether and how firms using low‐price entry strategies can mitigate retaliatory incumbent reactions. An experiment with 656 managers shows that entrants can attenuate the strength of incumbents’ responses by fostering perceptions of high aggressiveness or low commitment. Entrants may be able to accomplish this by adjusting their entry strategy to embed (subtle) cues of aggressiveness and (lack of) commitment. A replication experiment with university students reinforces our overall theoretical argument. However, the results also indicate that the interpretation of cues embedded in the entry strategy may be affected by the experience of incumbent firm managers. Overall, these results clarify the cognitive foundations of competitive responses to market entry. Managerial Summary: What drives incumbents to respond strongly to market entries, and what can the entrant, if anything, do to mitigate those responses? This research offers empirical evidence and theoretical insights for managers faced with these questions by shedding light on the thinking processes preceding competitive responses. The study shows that while managers are motivated to respond strongly to market entries that appear to be highly consequential to their business, these responses may be mitigated if the entrant manages to foster perceptions of high aggressiveness or low commitment to the market. Managers form these perceptions in part on the basis of the entrant’s behavior, creating an opportunity for entrants to adjust their entry strategies in a manner that demotivates strong competitive responses.     

Managing Persistent Tensions on the Frontline: A Configurational Perspective on Ambidexterity

Ambidexterity research has noted that firms’ simultaneous pursuit of exploration and exploitation causes organizational tensions that are difficult to resolve. To make these tensions manageable, scholars have generally suggested that senior managers take the central role in designing organizational solutions, such as the structural separation or contextual integration of the exploratory and exploitative tasks. Yet, in an inductive study of ten corporate innovation initiatives, we find that our informants assigned far less importance to the senior managers’ initial design choices than to the frontline managers’ subsequent configurational practices. Frontline managers used these practices to constantly adapt and align their initiatives’ organizational contexts, which allowed them to cope with persistent exploration‐exploitation tensions in their daily business activities. Based on these empirical insights and drawing on paradox theory, we develop a configurational perspective on ambidexterity, where frontline managers play a more central, proactive, and strategic role than purported by the established design perspective on ambidexterity.     

The Value of Delegated Quality Control

This paper studies the case in which a firm delegates quality control to an independent monitor. In a repeated game, consumers’ trust provides incentives to acquire information about whether the good is defective, and withhold defective goods from sale. If third‐party reports are observable to consumers, delegation lessens the first and dispenses with the second moral hazard concern but also creates agency costs. Internal quality control is optimal only if trades are sufficiently frequent and consumer information is sufficiently precise. This result holds in the presence of the possibility of collusion, fully non‐verifiable presale information, and economies of scale in external quality control.     

Künstliche Intelligenz und der Faktor Arbeit

Artificial Intelligence (AI) and its potential impact on the demand for human labour has become a fashionable topic — particularly among economic policy advisors. However, most papers that warn about high substitution rates of conventional jobs use questionable data and methodologies. Future economic policy advice ought to include a company perspective — and discover that disruption will be much more gradual and less dramatic than proclaimed by the current topical papers. As this AI revolution is just at its very beginning, economic policy makers are advised to accompany and support digital change instead of actively intervening in digital value chains with taxes and/or subsidies.     

Effects of Farm Size on Technical Efficiency in China's Broiler Sector: A Stochastic Meta‐Frontier Approach

This paper employs the stochastic meta‐frontier approach to measure technical efficiency and to investigate the effects of farm size on the technical efficiency in China's broiler sector. Empirical results show a positive association between farm size and technical efficiency in China's broiler sector. The medium and large farm sizes exhibit increases of 0.058 and 0.160, respectively, in technical efficiency scores, relative to small farms, which have a mean technical efficiency score of 0.722. Results indicate that there are significant differences in technical efficiency across regions. Technical efficiency in the southern region, which is dominated by yellow‐feathered broilers, is significantly lower than that in the northern region where white‐feathered broilers are the dominant species. Also, the technical efficiency scores estimated from the meta‐frontier model vary substantially across farm sizes in the southern region. Increased farm size improves the technical efficiency for yellow‐feathered broiler production. Dans la présente étude, nous avons utilisé l'analyse métafrontière stochastique pour mesurer l'efficience technique et pour déterminer les effets de la taille de la ferme sur l'efficience technique du secteur du poulet à griller en Chine. Les résultats empiriques indiquent qu'il existe un lien positif entre la taille de la ferme et l'efficience technique. Les fermes de moyenne et grande taille affichent une augmentation du pointage d'efficience technique de 0,058 et de 0,160 respectivement, comparativement aux fermes de petite taille dont le pointage d'efficience technique moyen est de 0,722. Les résultats indiquent que l'efficience technique varie considérablement d'une région à l'autre. L'efficience technique dans la région du Sud, où l’élevage du poulet à griller blanc domine, est significativement plus faible que celle de la région du Nord, où l’élevage du poulet à griller jaune domine. De plus, les pointages d'efficience technique estimés à partir du modèle de métafrontière varient considérablement dans la région du Sud. L'augmentation de la taille de la ferme améliore l'efficience technique de la production du poulet à griller jaune.