To benefit from tacit and complex knowledge obtained through collaboration with academic partners, firms need to have a high absorptive capacity. However, existing research on absorptive capacity's effect on the efficacy of UIC has provided mixed results, and the knowledge transfer mechanisms remain unclear, particularly in the case of basic (or preclinical) research and of the complex knowledge transfer process from subsidiaries’ collaborative efforts. Building on the knowledge-based view and following a multidimensional perspective of absorptive capacity, this study investigates the role a firm's capabilities play in successful university knowledge integration in a firm's internal R&D
How do these challenges affect the implementation of their business model and capacity to achieve responsible value creation?” Our findings focus on cross-case commonalities that clarify how specific business model components are dynamically adapted in response to eight micro-, meso-, and macro-level business model challenges, while the organizations' capacity to adequately align these components remains precarious
We argue that engaging in research, while supporting a firm's absorptive capacity, leads overall to lower benefits from seeking external knowledge because of knowledge crowding out and spillover effects
Motivation Gaps and Implementation Traps: The Paradoxical and Time‐Varying Effects of Family Ownership Josip Kotlar, Alfredo De Massis, Federico Frattini and Nadine Kammerlander Originally published: August 13, 2019 (PDMA JPIM • Vol. 37, Issue 1 • January 2020) Read time: 48 minutes Access the Full Article We present a theoretical framework of family ownership as a driver of the heterogeneity (between‐firm differences) and variability (within‐firm differences over time) of absorptive capacity (AC). Building on our analysis of the multiple dimensions of family ownership influence on firm behavior and the mechanisms that can shape the firm willingness and ability to acquire, assimilate, transform, and exploit external knowledge, we introduce the concepts of motivation gap and implementation gap to explain why, paradoxically, family ownership can cause both upward and downward divergences in AC
The theory utilizes a bottom‐up perspective that considers what attributes of innovations and capacities of actors matter to reproduction, particularly for subsistence user‐producers
We also significantly contribute to uncovering what may constitute sustainable activities conducted by multinational enterprises, linked to their capacity and relative willingness to contribute to national development
Our paper has focussed on the digital systems in which SMEs, spurred by networking and open innovation solutions, operate and innovate in response to external triggers, displaying a balance between exploration and exploitation, and a strong agile capacity. What did you think of this post?
Goldense, Bradford L., "Maximizing Revenues From The New Product Pipeline," Machine Design, May 12, 2015, Volume 87, Number 5, Page 112, ISSN 0024-9114.
Goldense, Bradford L., "Top 5 R&D-Product Development Metrics," Machine Design, May 8, 2014, Volume 86, Number 5, Page 46, ISSN 0024-9114.
Learn How To: Perform a top-down allocation of product development capacity to produce a roadmap everyone will buy into Prioritize across different types of product development efforts - innovation (new features, game-changing new products), iteration (conversion funnel optimization, minor feedback requests) and operations (performance, tech debt and internal tools) About the Presenter Rajesh Nerlika has more than 15 years of product management experience