How do inventors overcome the relational inertia after inter-firm mobility?

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2024-01-10 DOI:10.1111/caim.12582

Zeqian Wang, Chengjun Wang, Xiaoming Sun, Tao Feng, Yalan Wang

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引用次数: 0

Abstract

This study aims to explore strategies for overcoming relational inertia and enhancing their creativity after inter-firm mobility of inventors. The research sample comprises 591 mobile inventors identified using a patent data-based model from Chinese communication technology companies. Employing the framework of dynamic network analysis, this study examines the impact of network closure at different time on overcoming relational inertia and investigates the influence of knowledge structure. The findings suggest that a lower level of past and current network closure is more conducive to knowledge sharing and technological innovation after inter-firm mobility of inventors. Furthermore, mobile inventors with broad and in-depth knowledge structures demonstrate significantly improved knowledge sharing and technological innovation, effectively mitigating relational inertia. These conclusions offer a systematic research perspective and comprehensive theoretical guidance, emphasizing the importance of optimizing network resources and knowledge structures to help inventors overcome relational inertia after inter-firm mobility.

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发明者如何克服公司间流动后的关系惰性？

本研究旨在探讨发明人在企业间流动后克服关系惰性和提高创造力的策略。研究样本包括利用基于专利数据的模型从中国通信技术企业中识别出的 591 名流动发明人。本研究采用动态网络分析框架，考察了不同时期网络封闭对克服关系惰性的影响，并研究了知识结构的影响。研究结果表明，发明人在企业间流动后，过去和当前的网络封闭程度越低，越有利于知识共享和技术创新。此外，具有广泛而深入的知识结构的流动发明人在知识共享和技术创新方面表现出明显的改善，有效缓解了关系惰性。这些结论提供了系统的研究视角和全面的理论指导，强调了优化网络资源和知识结构对于帮助发明人克服企业间流动后的关系惰性的重要性。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.