Journal of Product Innovation Management最新文献

{"title":"Your innovation or mine? The effects of partner diversity on product and process innovation","authors":"Maksim Belitski,&nbsp;Blanca L. Delgado-Márquez,&nbsp;Luis Enrique Pedauga","doi":"10.1111/jpim.12696","DOIUrl":"10.1111/jpim.12696","url":null,"abstract":"<p>Despite a fundamental revolution in digital technology, along with an ancillary reduction in the cost of transmitting knowledge, the innovation literature on knowledge collaboration continues to hold on to the spatial localization of knowledge collaboration as a truism. Drawing on the open innovation literature and knowledge-based view of firm innovation, this study explores key boundary conditions affecting the relationship between research and development (R&amp;D) collaboration breadth, and product and process innovation. Using a large-scale survey consisting of 25,813 observations of 14,784 firms in the United Kingdom during 2004–2020, we demonstrate that the breadth of knowledge collaboration with regional, national, and international partners directly affects product and process innovation. However, this relationship depends on the geographical location of the collaboration partner, the type of partner, and the firm's absorptive capacity. We found diminishing marginal returns to knowledge collaboration breadth for regional partners in product innovation, and an inverted U-shaped relationship in R&amp;D collaboration breadth with regional partners for process innovation and for national and international partners for product and process innovation. While investment in digital technologies only shifts the curve upwards, it is unlikely to change the direction of the relationship between R&amp;D collaboration and a type of innovation outcome. On the contrary, an increase in the share of science, technology, engineering, and math graduates enables firms to leverage the negative effect of R&amp;D collaboration breadth nationally and specifically for process innovation. Investment in digital technology and human capital increases absorptive capacity and reduces the transaction costs associated with over-search and limited managerial capabilities and resources.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 1","pages":"112-137"},"PeriodicalIF":10.5,"publicationDate":"2023-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12696","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83573131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Changing the geographic scope of collaboration: Implications for product innovation novelty and commercialization","authors":"Effie Kesidou,&nbsp;James H. Love,&nbsp;Serdal Ozusaglam,&nbsp;Chee Yew Wong","doi":"10.1111/jpim.12695","DOIUrl":"https://doi.org/10.1111/jpim.12695","url":null,"abstract":"<p>Prior research points out the benefits of external collaboration for innovation, yet little is known of: (a) the changes in the scope of external collaboration over time (i.e., firms increasing, seeking stability, or decreasing the geographic scope of their collaboration), and (b) how such changes in the geographic scope of collaboration affect product innovation novelty and commercialization. Here, we build on organizational learning theory, with the objective of exploring how changes in the geographic scope of collaboration over time affect the novelty of product innovation and its commercial success. Econometric analysis of a large panel of UK firms reveals three novel findings: First, while stability in the geographic scope of collaboration is common, there is a marked incidence of change, that is, firms are increasing or decreasing the geographic scope of collaboration. Second, while moving toward more geographically distant collaboration is beneficial mostly for radical innovation, maintaining stability in the geographic scope of collaboration is particularly beneficial for incremental innovation. Third, we demonstrate that becoming less international in the geographic scope might be beneficial for innovation commercialization. Finally, we identify six pathways to geographic collaboration that map to innovation outcomes.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"40 6","pages":"859-881"},"PeriodicalIF":10.5,"publicationDate":"2023-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12695","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50139556","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Technology strategies in converging technology systems: Evidence from printed electronics","authors":"Annika Wambsganss,&nbsp;Stefanie Bröring,&nbsp;Søren Salomo,&nbsp;Nathalie Sick","doi":"10.1111/jpim.12693","DOIUrl":"https://doi.org/10.1111/jpim.12693","url":null,"abstract":"<p>Novel technology systems, such as “fiber optics” and “printed electronics,” increasingly emerge at the interface of hitherto unrelated technology areas. As such, new technology systems often arise through technology convergence, characterized by integrating technology components and knowledge from different technology systems, resulting in a novel system architecture. This phenomenon is of utmost societal relevancy but simultaneously poses tremendous challenges for firms' technology strategies. Firms must not only cope with unrelated knowledge rooted in hitherto different technologies but also have to decide deliberately how systemic (i.e., complete technology system) versus focused (i.e., single component of the technology system) their engagement in technology development in the converging technology system ought to be. In addition, firms need to decide strategically to what extent to develop specialized or design knowledge. Extant concepts of technology strategy fall short of capturing this complexity inherent in converging technology systems. Therefore, to address how technology strategies co-evolve along with the emergence of new technology systems, this study adds a systems perspective to technology strategy by developing the concept of <i>technology system coverage</i>. This novel dimension of technology strategy is formed by the scope (i.e., focused vs. systemic coverage of the technology system) and type of technological knowledge (i.e., specialized or design knowledge)<i>.</i> We empirically apply this novel angle of technology strategy to the convergence field of printed electronics. Based on a longitudinal set of 828 patents over 30 years, 74 relevant corporate actors are identified. The underlying taxonomy enables us to reveal four technology strategies and develop five propositions. The results indicate that all firms build design knowledge over time, whereas not all firms build specialized knowledge, no matter what technology strategy is pursued. In sum, this work advances literature by understanding technology strategy in emerging complex technology systems, introducing a systems perspective.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"40 5","pages":"705-732"},"PeriodicalIF":10.5,"publicationDate":"2023-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12693","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50140095","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Distinguishing digitization and digitalization: A systematic review and conceptual framework","authors":"Maria Gradillas,&nbsp;Llewellyn D. W. Thomas","doi":"10.1111/jpim.12690","DOIUrl":"10.1111/jpim.12690","url":null,"abstract":"<p>With increasing interest in how digital technology impacts innovation, the constructs “digitization” and “digitalization” have become popular. However, different conceptualizations have emerged resulting in conceptual overlap and little definitional consensus. To understand how these two constructs have been used within innovation management, we systematically review both constructs and identify 26 different definitions used for both, underscoring the need for greater precision. Building from our systematic review, we synthesize and integrate these findings to derive clear and parsimonious definitions of digitization and digitalization and propose a conceptual framework that systematically links both constructs with existing innovation scholarship. We then discuss the implications of our framework on theories of the process of innovation and digital transformation. We recommend future research into digital design principles, digital product life cycle, knowledge accumulation, generativity, and the feedback dynamics within our framework. We also provide practitioner implications and limitations.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"42 1","pages":"112-143"},"PeriodicalIF":10.1,"publicationDate":"2023-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12690","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89964288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Confronting the grand challenge of environmental sustainability within supply chains: How can organizational strategic agility drive environmental innovation?","authors":"Abderaouf Bouguerra,&nbsp;Mathew Hughes,&nbsp;Peter Rodgers,&nbsp;Peter Stokes,&nbsp;Ekrem Tatoglu","doi":"10.1111/jpim.12692","DOIUrl":"10.1111/jpim.12692","url":null,"abstract":"<p>Supply chains are interconnected, globally distributed, and complex systems that significantly impact the environment and human civilization. Achieving environmental sustainability in supply chains is a grand challenge that requires collaboration and innovation among multiple stakeholders. In this study, we combine the natural-resource-based view and the stakeholder-resource-based view (SRBV) to examine how organizational strategic agility can foster collaborative environmental innovation and enhance environmental sustainability in supply chains. We use data from 758 managers from 185 firms in Turkey, an emerging economy context. We find that organizational strategic agility, enabled by organic organizational structures and regional innovation initiatives, leads to more collaborative environmental innovation with supply partners and higher environmental sustainability performance. Our study contributes to the literature on grand challenges, organizational strategic agility, and innovation management by showing how for-profit firms can leverage their strategic agility to address the grand challenge of environmental sustainability in supply chains. We also find two interventions to promote this form of environmental innovation: developing organizational strategic agility and organic structures within firms and involvement in regional innovation initiatives to stimulate collaborative innovation for environmental sustainability among supply partners.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 2","pages":"323-346"},"PeriodicalIF":10.5,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12692","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90987087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Tackling exigent grand challenges through corporate social innovation: Evidence from the COVID-19 pandemic","authors":"Xiaolan Fu,&nbsp;Xiaoqing (Maggie) Fu,&nbsp;Pervez N. Ghauri,&nbsp;Hina Khan","doi":"10.1111/jpim.12691","DOIUrl":"10.1111/jpim.12691","url":null,"abstract":"<p>While the body of research on grand challenges (GCs) has grown, our understanding of the role of corporate social innovation (CSI) in tackling exigent GCs, such as the COVID-19 pandemic, is limited. Based on in-depth analyses of four cases of CSI in the services sector during the COVID-19 pandemic, this paper contributes to the GC literature by developing a 3Es framework of the CSI process (i.e., embeddedness, engagement, and enhancement) to illustrate the mechanisms through which exigent GCs can be effectively addressed by firms in the services sector. First, CSI embeddedness in intersectoral partnerships with international organizations based on deep-rooted trust and collective commitment is found to be a fundamental mechanism for efficiently addressing the COVID-19 crisis. Second, CSI engagement through the transformation of existing technology and/or the adaption of existing products/services is found to be an important mechanism for meeting pandemic-induced social needs. Specifically, it is found that leading-edge technologies such as digital platforms can be rapidly repurposed to enable loosely coupled systems that evolve as a new channel to bring together various stakeholders and thus address this urgent GC. Finally, CSI enhancement supported by managerial agility and participatory governance structure plays a crucial role in enabling CSI to function effectively in the context of exigent GCs.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 2","pages":"428-448"},"PeriodicalIF":10.5,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12691","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73272992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Digital manufacturing and innovation","authors":"Michael A. Stanko,&nbsp;Aric Rindfleisch","doi":"10.1111/jpim.12686","DOIUrl":"https://doi.org/10.1111/jpim.12686","url":null,"abstract":"<p>Over the past decade, manufacturing has become increasingly digitized via an array of new technological developments. This digitization is transforming the way products are designed, created and consumed. However, relatively little is known about the impact of digital manufacturing upon innovation management. This special issue on Digital Manufacturing and Product Innovation begins to address this deficit via a collection of seven articles. Collectively, these articles cover a broad range of innovation-related topics, ranging from digital twins to corporate makerspaces. In this opening article, we provide a brief overview of digital manufacturing and its relation to innovation, a review of prior research in this domain, a summary of the articles in this special issue, and an agenda for future research.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"40 4","pages":"407-432"},"PeriodicalIF":10.5,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50147388","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Erratum to “This is what you came for? University–industry collaborations and follow-on inventions by the firm”","authors":"","doi":"10.1111/jpim.12664","DOIUrl":"https://doi.org/10.1111/jpim.12664","url":null,"abstract":"<p>Anckaert, Paul-Emmanuel, and Peeters, Hanne. 2023. “This is What You Came For? University–Industry Collaborations and Follow-On Inventions by the Firm.” <i>Journal of Product Innovation Management</i> 40(1): 58–85. https://doi.org/10.1111/jpim.12650</p><p>In Volume 40, Number 1, there were unintended errors on pages 73 and 84. In Tables 4 and 5, the row “Applicant and technology contribution” should be “Applicant and technology controls.”</p><p>Finally, in Table A3, the words “No university technology and university science” and “No firm technology and firm science” should be “University science and no university technology” and “Firm science and no firm technology,” respectively.</p><p>The publisher apologizes for the error.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"40 4","pages":"577"},"PeriodicalIF":10.5,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12664","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50147796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From the Editors: Engaging with generative artificial intelligence technologies in innovation management research—Some answers and more questions","authors":"Jelena Spanjol,&nbsp;Charles H. Noble","doi":"10.1111/jpim.12689","DOIUrl":"https://doi.org/10.1111/jpim.12689","url":null,"abstract":"","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"40 4","pages":"383-390"},"PeriodicalIF":10.5,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50138934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How firms realign to tackle the grand challenge of climate change: An innovation ecosystems perspective","authors":"Lukas Falcke,&nbsp;Ann-Kristin Zobel,&nbsp;Stephen D. Comello","doi":"10.1111/jpim.12687","DOIUrl":"10.1111/jpim.12687","url":null,"abstract":"<p>This study investigates how, why, and under which conditions incumbents and new entrants realign in innovation ecosystems to collectively tackle the grand challenge (GC) of climate change. The discussion on innovation and GCs is still lacking sufficient theoretical underpinnings and empirical insights to make sense of the role of for-profit firms and their collaborative innovation efforts to address the GCs of our times. We introduce innovation ecosystems as a theoretical lens for understanding the combinations of technological interfaces and strategic relations that firms can employ to craft value propositions with high potential for tackling GCs. Empirically, this study focuses on the GC of climate change that requires a transformation of the electricity sector. We investigate collaborative pilot projects between 10 international electric utilities and 57 clean-tech startups. In these pilots, incumbents and new entrants explore low-carbon value propositions through novel technological interfaces and strategic relations. Via qualitative comparative analysis, we identify three configurations of ecosystem realignment with high climate impact: an incumbent-led digital platform realignment, a device complementor and customer-enabling realignment, and a new orchestrator realignment. Based on a multiple case analysis, we uncover three innovation mechanisms that explain why these specific configurations unlock climate impact: they enhance resource efficiency, the flexibility and resilience of infrastructure, and the trading and leveraging of information and resources. On this basis, we contribute to the literature at the intersection of innovation management and GCs by developing theory that explicates (1) how the realignment of incumbents and startups in innovation ecosystems changes existing industry structures; (2) why specific configurations of such ecosystems are associated with high climate impact and are thus effective in addressing GCs; and (3) the boundary conditions under which collective innovation efforts in ecosystems can translate into climate impact.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 2","pages":"403-427"},"PeriodicalIF":10.5,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12687","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86146865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}