دانلود رایگان مقاله لاتین نتایج جو نوآوری مدیر از سایت الزویر
عنوان فارسی مقاله:
سابقه ها، مدیران و نتایج جو نوآوری و نوآوری باز: مطالعه تجربی در SME ها
عنوان انگلیسی مقاله:
Antecedents, moderators, and outcomes of innovation climate and open innovation: An empirical study in SMEs
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
2. Theoretical background and hypotheses
2.1. Open innovation OI has been defined as “the use of purposive inflows and outflows of knowledge to accelerate internal innovation and to expand the markets for external use of innovation, respectively” (Chesbrough et al., 2006, p. 1). This view of OI suggests that openness is relevant for both internal innovation and its external exploitation. Although OI has been initially presented as the opposite of a closed innovation strategy, recent literature considers OI more on a continuum than on an open versus closed innovation dichotomy (Huizingh, 2011). Drawing on Chesbrough's view of OI, most OI researchers decompose OI in terms of inbound and outbound practices (Bianchi et al., 2010; Cheng and Shiu, 2015; Tranekjer and Knudsen, 2012). The inbound dimension encompasses purposive inflows of knowledge that permit firms to explore and capture new knowledge and technologies from external sources such as customers, suppliers, competitors, governments, consultants, universities or research organizations (Cheng and Shiu, 2015; Meissner, 2015). Inbound OI involves an exploratory learning behavior that enables a firm to look beyond its boundaries, enriching its own knowledge pool. In this vein, firms that perform inbound practices may benefit from new ideas and combinations of knowledge, new market opportunities and renewed problem-solving capabilities (Hung and Chou, 2013; Zahra et al., 2006). In contrast, outbound practices refer to the exploitation of internal ideas or technological knowledge that flow out of the company trough licensing, patenting or contractual agreements in order to gain monetary of non-monetary benefits (Hung and Chou, 2013, Lichtenthaler, 2009). Previous studies found that firms are prone to perform more frequently inbound than outbound practices (Bianchi et al., 2011; Chesbrough and Crowther, 2006). However, these two types of practices are not mutually exclusive (Cheng and Shiu, 2015; Tranekjer and Knudsen, 2012). Moreover, firms that adopt inbound practices are more likely to identify new innovation opportunities, reinforcing their ability to effectively adopt outbound practices (Hung and Chou, 2013; Laursen and Salter, 2006). Similarly, firms that pursue both inbound and outbound practices are more likely to obtain greater value from their knowledge and technological capabilities (Lichtenthaler, 2008; Van de Vrande et al., 2009).
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کلمات کلیدی:
TAKING CHARGE: EXAMINING ANTECEDENTS, MODERATORS ... https://etda.libraries.psu.edu/catalog/9988 by SHA Lim - 2009 - Related articles The unit-level climate dimensions of manager supportiveness and climate for innovation were examined as moderators of the ... Employee political skill was expected to moderate relationships between taking charge and its outcomes. An examination of the antecedents and moderator influences of ... - NCBI https://www.ncbi.nlm.nih.gov/pubmed/12090604 by V González-Romá - 2002 - Cited by 353 - Related articles An examination of the antecedents and moderator influences of climate strength. ... significant correlations with CS in goals orientation and innovation climate. The Oxford Handbook of Leader-Member Exchange https://books.google.com/books?isbn=0199326177 Talya N. Bauer, Berrin Erdogan - 2015 - Psychology The results obtained showed that after controlling for innovation climate at Time 1 ... moderator role in the relationships between work-unit climate and outcomes (for a ... their findings suggested that LMX quality could be one of its antecedents.
