Research Policy最新文献_第2页

Inter-system linkage formation in multi-system transitions: Incumbents, asymmetries and learning cycles 多系统转型中的系统间联系形成：在位者、不对称和学习周期

IF 7.5 1区管理学

Research Policy Pub Date : 2025-07-02 DOI: 10.1016/j.respol.2025.105293

Thomas Magnusson , Ksenia Onufrey , Viktor Werner , Henrik Gillström

{"title":"Inter-system linkage formation in multi-system transitions: Incumbents, asymmetries and learning cycles","authors":"Thomas Magnusson , Ksenia Onufrey , Viktor Werner , Henrik Gillström","doi":"10.1016/j.respol.2025.105293","DOIUrl":"10.1016/j.respol.2025.105293","url":null,"abstract":"<div><div>This paper analyses how incumbent actors with established positions in various sectors and systems engage in the formation of inter-system linkages to combine different systems in new ways. We refer to such recombination of systems as a multi-system transition. Grounded in evolutionary economics, the paper introduces a recursive model with interrelated learning cycles that account for both transitions in individual systems and interactions to establish new linkages between systems. A case analysis of the ongoing electrification of goods transportation in Sweden – a multi-system transition that combines electricity and goods transportation in new ways – illustrates how interactions across systems often are asymmetric, with some systems undergoing more substantial changes than others. This asymmetry helps explain why incumbent actors from different systems and sectors favor different kinds of inter-system linkages. Asymmetries across systems reveal a more complex sequentiality of a multi-system transition compared to a single-system transition, with different systems situated in different transition phases. This necessitates mixes of supporting policies tailored to stimulate a variety of transition phases. By introducing a model that highlights actor-system coevolution, the paper provides insights into the possibilities to engage incumbent actors from different systems and sectors to drive multi-system transitions.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105293"},"PeriodicalIF":7.5,"publicationDate":"2025-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144523973","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}

引用次数: 0

How Brexit reshaped venture capitals market: An analysis of UK and EU investments 英国脱欧如何重塑风险资本市场：英国和欧盟投资分析

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-25 DOI: 10.1016/j.respol.2025.105289

Andrea Odille Bosio , Vicenzo Butticè , Andrea Crisanti , Annalisa Croce , Simone Signore

引用次数: 0

Middle managers at the crossroads: Navigating legitimacy tensions in pursuit of radical innovation in nascent ecosystems 十字路口的中层管理者：在新生生态系统中追求激进创新，驾驭合法性的紧张关系

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-25 DOI: 10.1016/j.respol.2025.105287

S. James Ellis , Saeed Khanagha , Rick Aalbers , Philipp Tuertscher

{"title":"Middle managers at the crossroads: Navigating legitimacy tensions in pursuit of radical innovation in nascent ecosystems","authors":"S. James Ellis , Saeed Khanagha , Rick Aalbers , Philipp Tuertscher","doi":"10.1016/j.respol.2025.105287","DOIUrl":"10.1016/j.respol.2025.105287","url":null,"abstract":"<div><div>To pursue radical innovation in emergent digital ecosystems, middle managers need to balance the often conflicting expectations and interests of internal and external stakeholders. Our longitudinal field study of Atos, a leading IT company, follows a team of middle managers aiming to collaborate with novel financial technology firms—so-called fintechs—to catalyze radical innovation. We explore how they navigated contradictory legitimacy issues arising from stakeholders both internal and external to the firm. In doing so, we outline how they adopted and adjusted a changing mix of legitimacy-seeking behavior over time to generate and sustain an array of radical innovations. Our findings show how legitimacy issues continuously evolve as middle managers embed their innovation efforts, driven by shifting stakeholder expectations, leading them to adjust their legitimacy-seeking approach. We contribute to the literature on collaborative innovation ecosystem strategies, emphasizing the central role of middle managers in connecting the internal organizational stakeholders to external ecosystem actors.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105287"},"PeriodicalIF":7.5,"publicationDate":"2025-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144471810","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}

引用次数: 0

Write access provisioning and organizational ownership in open source software projects: Exploring the impact on project novelty and survival 开源软件项目中的写入访问供应和组织所有权：探索对项目新颖性和生存的影响

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-24 DOI: 10.1016/j.respol.2025.105284

Poonacha K. Medappa , Shirish C. Srivastava , Saverio D. Favaron

{"title":"Write access provisioning and organizational ownership in open source software projects: Exploring the impact on project novelty and survival","authors":"Poonacha K. Medappa , Shirish C. Srivastava , Saverio D. Favaron","doi":"10.1016/j.respol.2025.105284","DOIUrl":"10.1016/j.respol.2025.105284","url":null,"abstract":"<div><div>Non-hierarchical organizational structures have gained popularity as a means to leverage the crowd's innovative potential. However, balancing the generation of new ideas with the long-term sustainability of innovation efforts remains a significant challenge, especially in the context of open-source software (OSS) projects. In the absence of formal authority and contracts, OSS projects rely on governance systems wherein the rights to maintain the project's source code are restricted to a small group of contributors. We argue that restricting write access to the source code for a core group is essential for effectively managing innovation in OSS projects. Specifically, we propose that the proportion of contributors with write access to the source code influences two key outcomes: project novelty and survival. Additionally, given the widespread adoption of OSS development practices by organizations, we examine how organizational ownership influences the relationship between write access provisioning and project outcomes. Analyzing a matched sample of 5762 OSS projects hosted on GitHub, we find that a higher proportion of contributors with write access enhances the project's <em>novelty</em> but reduces the project's <em>survival</em>. This relationship is further influenced by whether or not the project is organization-owned. We attribute these findings to the distinct roles played by contributors: those with write access to the project drive innovation by selecting and integrating new ideas, while those without write access to the project are crucial for ensuring the project's reliability and long-term survival.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105284"},"PeriodicalIF":7.5,"publicationDate":"2025-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144366585","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}

引用次数: 0

Unlocking organizational creativity: Unique effects of corporate social responsibility in leveraging individual creativity 释放组织创造力：企业社会责任在撬动个人创造力方面的独特作用

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-20 DOI: 10.1016/j.respol.2025.105286

He Li , Philip J. Steinberg , Hille C. Bruns , Jordi A. Surroca

引用次数: 0

Digital innovation strategies in the public sector 公共部门的数字创新战略

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-17 DOI: 10.1016/j.respol.2025.105274

Ali Asker Guenduez , Mehmet Akif Demircioglu , Elena Maria Mueller , Emre Cinar

{"title":"Digital innovation strategies in the public sector","authors":"Ali Asker Guenduez , Mehmet Akif Demircioglu , Elena Maria Mueller , Emre Cinar","doi":"10.1016/j.respol.2025.105274","DOIUrl":"10.1016/j.respol.2025.105274","url":null,"abstract":"<div><div>Despite the increasing attention on digital innovations in the private sector, little is known about digital innovation strategies in the public sector. This knowledge gap is growing as public sector employees are increasingly embracing new digital tools and ideas. Drawing on rich qualitative data from practitioners in 25 cities across 18 countries, this study analyzes the digital innovation strategies pursued in the public sector, with specific attention placed on digital orientation and the foci of value creation activities. Extending the OECD's Observatory of Public Sector Innovation (OPSI) framework, we identify four distinct digital innovation strategies in the public sector: enhancement-oriented, anticipatory, adaptive, and persistent. Our findings reveal that enhancement-oriented and persistent strategies are the most prevalent, reflecting a strong focus on internal value creation through process optimization and long-term organizational change. In contrast, adaptive and anticipatory strategies are less common. We find a near-equal prevalence of incremental and transformational goals, indicating balanced strategic orientation. Our findings also suggest that practitioners often employ multiple strategies, reflecting the multifacetedness of driving digital innovation in the public sector. We provide valuable insights into various activities linked to the four identified innovation strategies, ending with a comprehensive discussion of our findings, conclusions, study limitations, and future research directions.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105274"},"PeriodicalIF":7.5,"publicationDate":"2025-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144306336","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}

引用次数: 0

The development of emerging market defence enterprises: late industrialisation, catching-up, and the challenge of moving beyond linking and leveraging1 新兴市场国防企业的发展：工业化后期、追赶以及超越联系和杠杆化的挑战

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-13 DOI: 10.1016/j.respol.2025.105283

Guy Anderson , John M. Luiz

{"title":"The development of emerging market defence enterprises: late industrialisation, catching-up, and the challenge of moving beyond linking and leveraging1","authors":"Guy Anderson , John M. Luiz","doi":"10.1016/j.respol.2025.105283","DOIUrl":"10.1016/j.respol.2025.105283","url":null,"abstract":"<div><div>We examine how emerging market defence entities, as industry latecomers, have internationalised and gained market share, and affected industry dynamics. It investigates the role that sectoral innovation systems and industrial policies have played, and whether and how these defence entities have been able to develop their indigenous innovation capabilities. Four in-depth country cases are analysed longitudinally, from the inception of their domestic military industries into the present - namely Singapore, South Korea, Turkey, and the United Arab Emirates. We find that the policy landscape through industrial policy and government support, combined with shifts in technology and demand, created conditions for emerging market defence entities to engage in <em>limited</em> catch-up with incumbents. We highlight the challenges they have had in moving beyond linking and leveraging in developing their indigenous industrial capabilities. We contribute towards our understanding of the interplay between sectoral innovation systems, industry latecomers and the role that internationalisation can play in taking advantage of possible windows of opportunity. We show how the industry specificities of the defence sector have restrained some of these opportunities and similarly how domestic sectoral innovation systems can either facilitate or impede the exploitation of these opportunities.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105283"},"PeriodicalIF":7.5,"publicationDate":"2025-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144279161","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}

引用次数: 0

University–business collaboration: A collaboration readiness index and scale 大学-企业合作：合作准备指数和规模

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-12 DOI: 10.1016/j.respol.2025.105273

Martie-Louise Verreynne , Rui Torres de Oliveira , Zhe Cao , Tam Nguyen , George Feast

{"title":"University–business collaboration: A collaboration readiness index and scale","authors":"Martie-Louise Verreynne , Rui Torres de Oliveira , Zhe Cao , Tam Nguyen , George Feast","doi":"10.1016/j.respol.2025.105273","DOIUrl":"10.1016/j.respol.2025.105273","url":null,"abstract":"<div><div>An important aspect of innovation relates to collaborations between industry and universities or research institutes. These collaborations benefit small and medium enterprises (SMEs), yet they may struggle to engage in them. When collaborations do occur, SMEs are often unprepared. In response to this phenomenon, this note presents a stage-based collaboration readiness index for SMEs, coupled with a diagnostic instrument (scale) to determine where they fit on the index. The purpose is to enable SMEs, researchers, facilitators, funding bodies, and other stakeholders to better target efforts, resources, and support. We collected data from two databases, one to develop and another to confirm the validity and reliability of the scale. The resulting 5-point readiness index ranges from considering collaboration to networking, cooperating, engaging, and partnering. The diagnostic instrument contains questions that address <em>organizational ethos and culture</em>, <em>capabilities and resources for collaborations</em>, and <em>receptiveness to work with universities and research institute</em>s. We conclude with guidelines for using the Collaboration Readiness Index and theoretical, practical and policy implications.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105273"},"PeriodicalIF":7.5,"publicationDate":"2025-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144262669","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}

引用次数: 0

Blazing the trail: Describing and assessing a new policy instrument whereby indirect tax incentives fuel collaborative innovation 开辟道路：描述和评估一种新的政策工具，即间接税收激励推动协作创新

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-09 DOI: 10.1016/j.respol.2025.105276

Ferran Vendrell-Herrero , Oscar F. Bustinza , Mikel Larreina , Marco Opazo-Basaez , Henry Chesbrough

{"title":"Blazing the trail: Describing and assessing a new policy instrument whereby indirect tax incentives fuel collaborative innovation","authors":"Ferran Vendrell-Herrero , Oscar F. Bustinza , Mikel Larreina , Marco Opazo-Basaez , Henry Chesbrough","doi":"10.1016/j.respol.2025.105276","DOIUrl":"10.1016/j.respol.2025.105276","url":null,"abstract":"<div><div>Governments incentivize positive externalities from R&D activities via direct (i.e., capital grants) and indirect (i.e., tax incentives for proceeds from operations) subsidies. In this regard, direct subsidies are often presumed to be more explicitly geared toward encouraging collaborative innovation through the formation of consortia. However, the potential of indirect subsidies in this domain remains underexplored in extant studies. Moreover, these mechanisms rely on an unstated assumption: the entities receiving support are the best placed for its use. This article relaxes these assumptions by assessing a unique R&D tax break initiative, called the 64Bis, introduced by the provincial council of Biscay in the Basque Country, Spain. The 64Bis initiative enables an enterprise (Developer) to allocate the proceeds from this mechanism to an external organization (Financier). In exchange, the Financier sponsors the publicly backed R&D project. This article not only describes this policy instrument for the first time but also exploits the quasi-natural experiment conditions to examine between- and within-group heterogeneities. The between-group heterogeneities were analyzed using accounting data and one-to-one propensity score matching in order to construct a synthetic control group. Developers benefiting from this initiative between 2017 and 2021 were found to have acquired more knowledge than comparable enterprises during the same period. The within-group heterogeneities were examined using survey data and fuzzy-set Qualitative Comparative Analysis (fsQCA) to identify optimal configurational pathways that enhance knowledge acquisition via this policy instrument. Altogether, the findings suggest that implementing R&D tax incentives can encourage the formation of collaborative innovation systems, and have significant implications for both academic research and policy development.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105276"},"PeriodicalIF":7.5,"publicationDate":"2025-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144243396","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}

引用次数: 0

Persisting under pressure: How organizations coordinate their response to disruptive innovation 在压力下坚持：组织如何协调他们对破坏性创新的反应

IF 7.5 1区管理学

Research Policy Pub Date : 2025-06-06 DOI: 10.1016/j.respol.2025.105275

Bart De Keyser , Koen Vandenbempt

{"title":"Persisting under pressure: How organizations coordinate their response to disruptive innovation","authors":"Bart De Keyser , Koen Vandenbempt","doi":"10.1016/j.respol.2025.105275","DOIUrl":"10.1016/j.respol.2025.105275","url":null,"abstract":"<div><div>While significant progress has been made in understanding how individual organizations respond to disruptive innovation, far less is known about the collective dynamics bringing such individual responses together: How do organizations coordinate their response to disruptive innovation? This paper addresses this gap by examining the evolution of strategic alignment among diamond organizations in response to lab-grown stones. Through a longitudinal study, we identify the mechanisms and transitions that drive response coordination across four main phases: (i) self-centred coordination - where firms prioritize self-interest in their disruptive response; (ii) conformist coordination - where collective purpose takes precedence; (iii) stratified coordination - where firms align around a central leader; and (iv) harmonized coordination - where firms balance individual strategies with the norms and expectations of the broader group. By mapping response to disruptive innovation as an evolving social process, this paper highlights the interactive dynamics underscoring incumbents' strategic choices – showing how ongoing interorganizational interactions, rather than deliberate analysis, often drive how organizations react to the challenges and opportunities posed by disruptive innovation.</div></div>","PeriodicalId":48466,"journal":{"name":"Research Policy","volume":"54 8","pages":"Article 105275"},"PeriodicalIF":7.5,"publicationDate":"2025-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144229836","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}

引用次数: 0