Industry cognitive distance in alliances and firm innovation performance

This paper focuses on the role of industry cognitive distance in innovation alliances on firm innovation performance. Drawing from the literature on technological cognitive distance in alliances, we elaborate on the role of industry cognitive distance between partners and its impact on managerial attention to investigate the role of numbers of alliances of low (intra-industry) and high (inter-industry) industry cognitive distance on firm innovation performance. Intra-industry alliances offer lower opportunities for innovation compared to inter-industry alliances and are less demanding on firm management due to higher cognitive similarity between partners from the same industry. We propose that trade-offs between innovation opportunities and management efforts result in an inverted U and a U-shaped relationship between the number of intra- and inter-industry alliances and innovation performance, respectively. We find support for both hypotheses in the context of the UK bio-pharmaceutical sector.     

Exploring the relationship between technical and service characteristics

The paper explores the complex relationship between technical and service characteristics discussed by the Saviotti–Metcalfe model of innovation. It is proposed that principal components analysis (PCA) is a more appropriate method of analysing this relationship than approaches previously used. A PCA is performed on a dataset of mobile phone handsets for the period 2003 to 2008. In addition to the relationship between technical and service characteristics, the analysis explores the existence of clusters of ergonomic characteristics within mobile phone handsets. The findings indicate that a limited set of core technology components underpin the large set of service characteristics offered by mobile phone handsets, and that the mapping between technical and service characteristics can be highly complex.

A new perspective on open innovation: established and new technology firms in UK bio‐pharmaceuticals

The aim of this paper is to explore open innovation (OI) implementation and its impact on firm innovation performance in sectors experiencing technological discontinuities. The paper employs the framework of inbound, outbound and coupled OI to identify processes reflecting sourcing, externalising and exchanging knowledge across organisational boundaries on upstream and downstream innovation activities and explores their impact on the innovation performance of new and established technology firms. The empirical setting is the UK bio‐pharmaceuticals sector during 1991 and 2001, a paradigmatic era of discontinous change and intensified OI implementation. First, our findings show that new technology firms (NTFs) and established technology firms (ETFs) differ in their extent and patterns of inbound, outbound and coupled OI, reflecting that they implement OI to manage their competences in light of technological change. Second, we identify a complex and multifaceted relationship between OI and patenting performance, with NTFs experiencing enhanced performance from some OI processes while ETFs experiencing challenges. The paper suggests that delineating OI into inbound, outbound and coupled, along upstream and downstream activities, offers a deeper understanding of the role of OI in innovation, guiding selective implementation in pursuing enhanced innovation performance during periods of discontinuous technological change.     

Play online,work better? Examining the spillover of active learning and transformational leadership

In this 1-month, longitudinal study we examined how participating in massively multiplayer online role-playing games affects users’ real-life employment. For 79 employees, we tested spillover effects from gaming to work in relation to active learning and transformational leadership. Furthermore, we investigated the moderating role of game performance in these spillover effects. Results of hierarchical regression analyses showed that active learning spills over from game to work only under conditions of enhanced game performance, while bad performance reduces this effect. Furthermore, results supported the direct spillover of transformational leadership, as well as the boosting effect of high game performance in this spillover effect. These results provide further insights with regard to spillover processes, and suggest that virtual games may be of relevance for the development of new organizational training techniques.     

Investigating the failure to best respond in experimental games

Experimental Economics - We examine strategic sophistication using eight two-person 3?×?3 one-shot games. To facilitate strategic thinking, we design a ‘structured’...