On the joint effect of technological and management innovations on performance: increasing or diminishing returns?

Most studies on innovation are aimed at covering technological innovation, neglecting other modes of innovation based on non-technological drivers. The latter, referred to as management innovation, consists of the implementation of new management practices, processes or organisational tasks. This work advances knowledge on the topic by exploring the joint effect of simultaneously introducing technological and management innovations on performance. Based on an analysis of 12,563 Spanish firms drawn from CIS data, our findings suggest that firms frequently pursue the simultaneous or joint introduction of both technological and management innovations and that integration impacts positively on a firm’s performance, evidencing an inverted U-shape that suggest positive but diminishing returns. A theoretical framework using the capability-based view embraces the emerging conversation on management innovation issues and its relationship with the well-researched technological one.     

Development Processes Seen Through Non-Marginalist Lenses with Considerations of Complementarities

Marginalism has deeply shaped neoclassical concepts and analytical tools that are applied to development economics. With a static notion of efficiency defined for a state of competitive equilibrium, neoclassical economists study development in equilibrium frameworks, regarding underdevelopment as the consequence of market failures. How might one, who is not equipped with marginalist lenses, look at development processes as they unfold in history? Prior to the emergence of marginalism such observations abounded in the works of the so-called “protectionists,” where ever-evolving production complementarities figure prominently, and there were considerations of indivisibility. In the postwar era, this is present in the works of some early development economists, especially Albert Hirschman in his employment of backward and forward production linkages to characterize development processes, which are viewed as unfolding series of disequilibria. Historical sequences of events reflect path-dependence and they feedback on each other to exhibit circular and cumulative causation. One thing leads to another, or some things lead to others and so on, including institutional changes. However, the activation of linkages could encounter obstacles, with “technological strangeness” being one, in which case sequential policy intervention could be warranted. This article briefly considers differences with the neoclassical approach in generating policy recommendations.     

Exploring the Complementarities Within High‐Performance Work Systems: A Set‐Theoretic Analysis of UK Firms

High‐performance work systems (HPWS) are important conceptual instruments in the human resource management literature. Yet our current understanding of the complementarities within HPWS remains limited for two reasons: First, the dominant theoretical perspectives on HPWS provide a landscape of theoretical possibilities rather than an understanding of different possibilities through which HPWS generate positive effects on performance; and second, the literature on HPWS merely proposes several seemingly equally important HR practices. This article explores the internal nature of HPWS by integrating a configurational perspective of core, peripheral, and nonessential HR practices with a typology of complementarities. Analyzing 530 UK‐based firms using fuzzy set qualitative comparative analysis (fsQCA), I identify four frequently implemented HPWS consistently associated with high labor productivity. The complementarities within all HPWS combine pairs of core HR practices with sets of peripheral HR practices. Moreover, the complementarities within three of the four HPWS rely on firms’ avoidance of implementing certain HR practices. The results suggest that the synergies of HPWS arise from efficient complementarities and virtuous overlaps, and reveal the significance of achieving high performance by not implementing HR practices. This article thus advances a new perspective on HPWSs, highlighting the challenges involved in successfully designing HPWS. © 2016 Wiley Periodicals, Inc.     

Mixed equilibria in games of strategic complementarities

Summary. The literature on games of strategic complementarities (GSC) has focused on pure strategies. I introduce mixed strategies and show that, when strategy spaces are one-dimensional, the complementarities framework extends to mixed strategies ordered by first-order stochastic dominance. In particular, the mixed extension of a GSC is a GSC, the full set of equilibria is a complete lattice and the extremal equilibria (smallest and largest) are in pure strategies. The framework does not extend when strategy spaces are multi-dimensional. I also update learning results for GSC using stochastic fictitious play. Received: October 16, 2000; revised version: March 7, 2002 RID="*" ID="*" I am very grateful to Robert Anderson, David Blackwell, Aaron Edlin, Peter De Marzo, Ted O'Donoghue, Matthew Rabin, Ilya Segal, Chris Shannon, Clara Wang and Federico Weinschelbaum for comments and advise.     

The Influence of Partner Knowledge Complementarities on the Effectiveness of IT Outsourcing

Despite the importance of knowledge complementarities to inter-firm cooperation, few researchers in information systems (IS) have examined, to date, the construct of knowledge complementarities (KC), and none have examined its role in the success of IT outsourcing alliances. In this paper, we distinguish between potential knowledge complementarities (PKC) and synergistic value, which comprise KC. PKC is conceptualized as a multidimensional construct encompassing knowledge types (similar and specialized) and knowledge domains (business and IT). Further, we examine the extent to which PKC between the client and the vendor promotes success in IT outsourcing alliances. This research also includes relative absorptive capacity because it is relevant when complementary knowledge flows between organizations. We used data from a field study of 81 firms in Korea to test the proposed model. Our findings indicate that each dimension of PKC contributes uniquely to knowledge complementarities. The results also show that PKC is significantly associated with IT outsourcing effectiveness. Relative absorptive capacity is found to be a moderator between PKC and IT outsourcing effectiveness. The theoretical and practical implications of these findings are discussed in the paper.     

Strategic complementarities and search market equilibrium

In this paper, we apply supermodular game theory to the equilibrium search literature with sequential search. We identify necessary and sufficient conditions for the pricing game to exhibit strategic complementarities and prove existence of equilibrium. We then show that price dispersion is inherently incompatible with strategic complementarities in the sense that the Diamond Paradox obtains when firms are identical and is robust within the class of search cost densities that are small near zero and support strategic complementarities. We also show that a major criticism of the literature, that agents act as if they know the distribution of prices, can be justified in the sense of convergent best response dynamics.     

Product Choice and Market Competition: The Case of Multiproduct Electronic Plants in Taiwan*

We examine the strategies of multiproduct plants in the Taiwanese electronics sector by introducing two new measures of product dissimilarity to capture the technological gaps of product pairs within the plant. The plant‐level index is used to analyze product mix decisions of plants. We find that plants whose products have large technological gaps are more likely to give up product lines. The product‐level index is used to show that, with increased competition, multiproduct plants exit markets where production technologies are farthest away from their core products and they also perform better than plants that continue to produce a wider range of products.     

The relationships between intangible organizational elements and organizational performance

Despite the growing awareness of the importance of researching core strategic resources and activities, the work that has been done to date has largely taken the form of anecdotal reports and case study analysis. We have yet to see large‐sample studies demonstrating how organizational elements, independently, complementarily and interactively, may or may not enhance the organization's performance. Moreover, little attention has been given to researching this topic in public sector organizations. The present study aims to bridge this gap by examining the impact of a set of independent intangible organizational elements and the interactions among them on a set of objective organizational performance measures in a sample of local government authorities in Israel. The results of a multivariate analysis indicate that organizational performance (measured by self‐income ratio, collecting efficiency ratio, employment rate, and municipal development) can be well explained by six intangible organizational elements (managerial capabilities, human capital, internal auditing, labor relations, organizational culture, and perceived organizational reputation) and the interactions among them, which need to be taken into account in any cost effective development. Copyright © 2004 John Wiley & Sons, Ltd.     

HR and IT capabilities and complementarities in knowledge-intensive services

The main premise of this article is that human resources (HR) and information technologies (IT) are central rather than support functions in knowledge-intensive services. By building management capabilities in both HR and IT, knowledge-intensive services can transform their business processes that, in turn, enable them to provide exemplary services to the customers. Our arguments are grounded in the three related theoretical frameworks of the resource-based view, organizational capabilities, and the theory of complementarities. We suggest that the research and practice in HR and IT fields may have to focus on HR and IT capabilities rather than HR practices or IT investments as the sources of sustainable competitive advantage since capabilities better fit the definition of a ‘resource’ than HR practices or IT investments. Further, organizational capabilities in both HR and IT may enable knowledge-intensive services to transcend the inherent tradeoff between cost and responsiveness. We also discuss the role of HR and IT in knowledge management.     

Do firms with different levels of environmental regulatory pressure behave differently regarding complementarity among innovation practices?

This study explores the complementary effects among environmental innovation, organizational innovation, and training for innovation and their effect on firm productivity, within a supermodularity framework. Furthermore, it attempts to understand whether different innovation practices are complements or substitutes for firm profitability according to the industrial environmental regulation context by distinguishing between clean and dirty industries. Using a Spanish technological innovation panel survey over the period 2008–2015, our findings indicate that the interrelationship between different innovation practices is complementary rather than substitutive, and the pattern of complementarity among innovation practices differs according to the environmental regulation under which an industry operates. Engaging in a broad range of innovation practices such as environmental and organizational innovations, clean industry can strengthen productivity. For dirty industries, our results indicate a greater affinity between training activities and environmental innovation than between environmental innovation and organizational innovation on firm productivity achievement. Taken all together, these results provide managers with considerable insights in terms of how to adapt the various combinatorial practices to the industrial environment in which they are embedded, taking market and regulatory pressure into account.