Abstract
This paper analyses the antecedents of company’s product innovation based on knowledge acquisition from inter-organizational relationships and absorptive capacity. Focusing on Spanish biotechnology and pharmaceutics industries, it examines the mediating effects of the explorative and exploitative absorptive capacity sides on the relationships between social capital, knowledge acquisition made through strategic alliances, and product innovation. The study results partially support these mediating effects, and allow to conclude that an appropriate management of firm’s inter-organizational networks to identify and acquire knowledge-based resources from cooperation partners, besides encouraging the development of internal absorptive capabilities, could be used for developing new products, and generating/maintaining competitive advantages related with these processes.
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Appendix. Research Items
Appendix. Research Items
Constr. | Dimensions | My firm usually… (From 1 – strongly disagree to 7-strongly agree) | Source |
---|---|---|---|
COOPERATION (COOP) | Develops alliances and/or cooperation agreements with universities | Fey and Birkinshaw [10]; | |
Develops alliances and/or cooperation agreements with customers and suppliers | |||
Develops alliances and/or cooperation agreements with participants in the development of joint research projects promoted by government institutions | |||
SOCIAL CAPITAL (SC) | STRUCTURAL SOCIAL CAPITAL (ST_SC) | Acquires knowledge from our inter-organizational contacts’ network | Yli-Renko et al. [45]; Maula, Autio and Murray [28]; Inkpen and Tsang [21]; Ambos and Ambos [2]; Pérez-Luño, Cabello and Carmona [34] |
Personally meets contacts who acquire external knowledge | |||
Maintains narrow inter-relationships with contacts who acquire external knowledge | |||
Maintains frequent inter-relationships with contacts who acquire external knowledge | |||
(In general) Has contacts who acquire knowledge from among themselves | |||
RELATIONAL SOCIAL CAPITAL (REL_SC) | Has external relationships based on cooperation and mutual trust | ||
Has external relationships with a high grade of commitment | |||
COGNITIVE SOCIAL CAPITAL (COG_SC) | Shares goals and joint-project interests with its external relationships | ||
Shares a common vision regarding environment and successful key factors whit its external relationships | |||
Uses similar working techniques that external agents whom it is related | |||
Has a similar business culture and management style that external agents whom it is related | |||
EXPLORATIVE ABSORPTIVE CAPACITY (EXPLR AC) | IDENTIFICATION | Has the ability to seek information within its environment | Segarra et al. [39]; Jansen, Van Den Bosch and Volberda [22] |
Has the ability to anticipate competitors movements | |||
Has the ability to anticipate customers necessities | |||
Has the ability to keep in touch with external institutions and specialised sources | |||
Has personal, equipment and specialised services for environment monitoring | |||
Has problems to recognise changes in our market/products* | |||
Understands new opportunities to satisfy our customers quickly | |||
Interprets changes in market pull quickly | |||
Knows intuitively which areas can use acquired technology or external knowledge | |||
EXPLOITATIVE ABSORPTIVE CAPACITY (EXPLT AC) | ASIMILATION/ TRANSFORMATION | Considers the consequences of changes in the market in order to create new products and services | Jansen et al. [22] |
Uses TIC for registration and storage newly acquired external knowledge for future reference | |||
Recognises the usefulness of newly acquired external knowledge to incorporate it with existing knowledge quickly | |||
Has employees who hardly share practical experiences* | |||
Hardly takes advantage of newly acquired knowledge* | |||
Establishes regular meetings to discuss the consequences of market trends and the development of new services | |||
Has tools/techniques for distributing and sharing acquired knowledge | |||
Spreads acquired knowledge to those areas in which it can be more effective quickly | |||
EXPLOTATION | Considers which is the best way to exploit knowledge | ||
Knows which area (department, employees) can best exploit new knowledge | |||
Hardly uses new knowledge in new products* | |||
PRODUCT INNOVATION | Has introduced more innovative products/services as compared to its competitors | Škerlavaj Hoon and Lee [40] | |
Has frequently emphasised the development of new patented products | |||
Has satisfied the market through the quick development of its products | |||
Has continuously changed the product design to quickly enter in new emerging markets | |||
Has continuously improved the components and quality of its products |
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Ortiz García Navas, B., Bach, J., Donate Manzanares, M.J., Guadamillas Gómez, F. (2019). Cooperation for External Knowledge Acquisition from Inter-organizational Relationships as Antecedent of Product Innovation: The Mediating Role of Absorptive Capacity. In: Gil-Lafuente, J., Marino, D., Morabito, F. (eds) Economy, Business and Uncertainty: New Ideas for a Euro-Mediterranean Industrial Policy. AEDEM 2017. Studies in Systems, Decision and Control, vol 180. Springer, Cham. https://doi.org/10.1007/978-3-030-00677-8_5
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