The current innovation literature has offered insights into how direct ties (between a focal firm and its partners, forming direct alliances) and indirect ties (between a focal firm's partner and its partners' partners but not including the focal firm, forming indirect alliances) function as independent antecedents to corporate innovation. It is, however, unclear how direct ties and indirect ties work in combination to impact innovation in a focal firm. Moreover, because different subtypes of financial or marketing alliances may operate with distinct governance structures and offer heterogeneous or incoherent resources for exchange, similarity in financial or marketing alliance subtypes, defined as the degree of overlap in financial or marketing alliance subtypes between direct and indirect ties, may significantly influence the extent to which corporate innovation can benefit from these ties. This study aims to examine the combined impact of direct and indirect ties on a focal firm's innovation by considering the moderating role of similarity in financial or marketing alliance subtypes. The results obtained by analyzing a longitudinal dataset extracted from US firms operating in the biotechnological and pharmaceutical industries support our hypotheses. Direct ties and indirect ties in combination have a negative effect on innovation as measured by patents and this effect is less negative when similarity in financial alliance subtypes is greater but more negative when similarity in marketing alliance subtypes is greater
In others, the underlying reason is that strategic planning and portfolio management are treated as independent processes, and the two are never truly tied together. Product Portfolio Management: The Lynchpin of Innovation Management Product portfolio management is the link between business strategy and the actual investments being made in product development (see Figure 1)
Informed by recent extensions of social innovation theory, we explore the potential for synthesis around a pragmatic understanding of institutions, stakeholders, and the nature and quality of ties that bind them. Practitioner Points We highlight the differences in the innovation efforts of for-profit firms that directly relate to grand challenges, and how they might be analyzed and understood by portraying a case of carbon capture and storage and deep-sea mining by businesses
Goldense, Bradford L., "R&D Spending Level: What Is the Right Amount?," Machine Design, February 2018, Volume 90, Number 2, Page 64, ISSN 0024-9114.
Drawing on the distinctive characteristics of firms with family managers, such as the focus on family‐centered noneconomic goals, long tenure, emotional ties to existing assets, and rigid mental models, it hypothesizes that increasing family involvement in the top management team is negatively related to the development of IoT innovations that are distant from a firm’s existing technology base (i.e., exploratory IoT innovations) compared to exploitative IoT innovations
However, with few exceptions, DT studies are most entrenched in practice rather than theory-driven research. This weak tie between theory and managerial practice calls for delving into the dynamics of DT for innovation to build stronger foundations for future studies
Goldense, Bradford L., "Product, Project, Technology, & IP Portfolios!," Machine Design, August 10, 2015, Volume 87, Number 8, Page 64, ISSN 0024-9114.
Goldense, Bradford L., "Product Development Innovation Productivity Is Declining," Machine Design, November 2017, Volume 89, Number 11, Page 120, ISSN 0024-9114.
These products are typically tied to assets, processes, products and customer groups that are disproportionate drivers of complexity
Key questions to be asked are: Are there certain product features that can be directly tied to the need for your company or a contract manufacturing company to invest in CapEx because the equipment to make that product element does not currently exist?