Rok 2010

Aalbers R (2010) The role of contracts and trust in R&D alliances in the Dutch biotech sector. Innovation-Management Policy & Practice 12:311-329 This study explores the value of trust as a construct in understanding how R&D alliances collaborate over time. A review of literature leads to specific expectations on alliance coordination mechanisms needed to be applied by high-tech companies to secure effective cooperation. I pose trust as a prerequisite for knowledge sharing and innovative performance (Rolland and Chauvel 2000; Norman 2004; Gilsing and Nooteboom 2006) in addition to traditional modes of governance such as contracts and other formal control mechanisms. As such it is crucial to understand the link between knowledge transfer, trust and alliances in knowledge intensive and innovative industries. Based upon an exploratory comparison in the human health industry in The Netherlands between two groups of companies in respectively the start-up and mature stage of their organizational life-cycle an exploration is made on how trust can be used to gain a better understanding of how transaction costs influence R&D alliances. The exploratory findings suggest that in high dynamic markets companies use trust as an informal coordination mechanism for R&D alliances. However, trust does not reduce the necessity of contracts. Trust reduces the uncertainty between alliance partners and the frequency of interaction, but it does not result in an increase of asset specific investments. Still trust can result in a decline of overall transaction costs of R&D alliances. I conclude that trust is a useful construct in extending our understanding on how R&D alliances collaborate over time and emphasize the value of incorporating reputation in the discussion around trust.

Acur N, Kandemir D, de Weerd-Nederhof PC, Song M (2010) Exploring the Impact of Technological Competence Development on Speed and NPD Program Performance. Journal of Product Innovation Management 27:915-929 With growing levels of competition across industries, technological competence is increasingly viewed as crucial for businesses to maintain their long-term competitive advantage. Although there are many theoretical arguments about how firms' competences can yield competitive advantage and performance improvement, we have a limited understanding of where the capabilities originate in the context of NPD or what kind of product portfolios, internal climate, and strategic alignment are required to build them. Moreover, empirical evidence for technological competence development is limited and comes primarily from case studies, anecdotal evidence, and management impressions. Accordingly, this research addresses these gaps by presenting and testing a conceptual model of technological competence development in NPD. This study makes advances in applying a dynamic capability approach to technological competence development in NPD, and investigates the impact of innovative climate, technological alignment, and project portfolio management on technological competence development as well as NPD speed. Moreover, the factors that might influence NPD program performance are also investigated. The analysis, based on data collected from 111 firms, shows that a firm's innovative climate, technological alignment, and portfolio management are positively associated with technological competence development. While technological alignment was found to be negatively related to NPD speed, portfolio management, and technological competence development were found to have positive effects on speed. However, innovative climate had no significant impact on speed. Moreover, technological competence development and portfolio management were found to be positively related to NPD program performance. Finally, no support was found for the relationship between speed and NPD program performance.

Adams D, Hublikar S (2010) Upgrade Your New-Product Machine. Research-Technology Management 53:55-67 OVERVIEW: Where a company new product development process is inferior to its manufacturing process, in terms of defect rate and overall effectiveness, a process called New Product Blueprinting can help its managers to close the gap. This process is a means of upgrading the "fuzzy front end" of new-product development. It builds on the Stage-Gate process and forces an "outside-in" perspective by fully engaging customers in a set Of discovery and preference interviews. Guesswork is taken out of product design by using tools such as Market Satisfaction Gap, a measure of customer eagerness for each product attribute. The entire four-phase process-market segmentation, customer interviews, competitive bench-marking and new-product planning allows the product development team to solidify its business case before undertaking costly product development.

Adebanjo D, Michaelides R (2010) Analysis of Web 2.0 enabled e-clusters: A case study. Technovation 30:238-248 This paper analyses the applicability and opportunities that emerging participation-based

Internet technologies (Web 2 0) afford to digitally clustered companies. In particular, It discusses the operational aspects of digital clustering with a unique focus on e-clustered procurement. It is based on the case study of an e-cluster in the UK food industry. The study indicated that Web 2.0 technologies can facilitate participation and enhance connectivity within in digitally enabled business clusters It also indicated that significant e-procurement gains can be made by some e-cluster members, although issues relating to critical mass of membership, cultural inhibitors and selection of suitable products and services for e-procurement need to be addressed.

Akgun AE, Keskin H, Byrne JC (2010) Procedural Justice Climate in New Product Development Teams: Antecedents and Consequences. Journal of Product Innovation Management 27:1096-1111 With the increasing interest in the concept of justice in the group behavior literature, the procedural justice (PJ) climate attracts many researchers and practitioners from different fields. Nevertheless, the PJ climate is rarely addressed in the new product development (NPD) project team literature. Specifically, the technology and innovation management (TIM) literature provides little about what the PJ climate is, its nature and benefits, and how it works in NPD project teams. Also, few studies investigate the antecedents and consequences of the PJ climate in NPD teams enhancing the understanding of this concept from a practical perspective. This paper discusses the PJ climate theory in a NPD team context and empirically demonstrates how team members' positive collective perceptions of a PJ climate can be developed and how a PJ climate influences a project's performance in NPD teams. In particular, team culture values including employee orientation, customer orientation, systematic management control, innovativeness, and social responsibility were investigated as antecedents, and team learning, speed to market, and market success of new products were studied as outcomes of PJ climate in this paper. By studying 83 NPD project teams it was found on the basis of using partial least squares (PLS) method that (1) the level of employee, customer and innovativeness orientation as well as systematic management control during the project had a positive impact on developing a PJ climate in an NPD team; (2) a PJ climate positively affects team learning and product development time (i.e., speed to market); and (3) team learning and speed to market mediate the relations between the PJ climate and new product success (NPS). Based on the findings, this paper suggests that managers should enhance the PJ climate and team culture in the project team to enhance team learning and to develop products faster. In particular, managers should (1) open a discussion forum among people and create a dialogue for people who disagree with the other project team members rather than dictating or emposing others ideas to them, (2) facilitate information searching and collecting mechanisms to make decisions effectively and to clarify uncertainties, and (3) allow team members to challange project-related ideas and decisions and modify them with consensus. Also, to enhance the PJ climate during the project, managers should (1) respect and listen to all team members' ideas and try to understand why they are sometimes in opposition, (2) define team members' task boundaries and clarify project norms and project goals, and (3) set knowledge-questioning values by facilitating team members to try out new ideas and seek out new ways to do things.

Albors-Garrigos J, Zabaleta N, Ganzarain J (2010) New R&D management paradigms: rethinking research and technology organizations strategies in regions. R & D Management 40:435-454 The R&D management paradigms of research and technology organizations (RTOs) have been discussed in the past. Academics have analysed their strategic challenges in view of the new demands posed by new competitive environments for their SME clients. New innovation models proposed recently have captured the attention of policy makers. The objectives of this paper are to analyse these models in the case of a particular model of RTO: the R&D units in the Basque Country in Spain, launched with the aim of improving R&D and technology transfer efficiency. This paper is based on an empirical study of a group of specialized RTOs (R&D units) and its objective is to analyse a new paradigm of RTO and propose a model to identify the critical elements that influence performance and strategic alignment between R&D performers (RTOs) and their partners (in most cases SMEs).

Allarakhia M, Kilgour DM, Fuller JD (2010) Modelling the incentive to participate in open source biopharmaceutical innovation. R & D Management 40:50-66 The open source model provides a valuable framework for collective knowledge production and dissemination. Open knowledge networks and other cooperative strategies (classified as open source discovery initiatives) are enabling biopharmaceutical companies to access disembodied knowledge-based resources critical to downstream drug development. The

objective of these cooperative strategic alliances is to preserve the downstream technological opportunities for multiple firms. When upstream discovery research cannot yield commercial products and when the costs associated with excessive upstream competition are too high, companies jointly benefit from cooperative knowledge production and open knowledge dissemination. An analysis of 39 open source initiatives (consortia) provides us with information on: the likely participants in such initiatives, the focus of knowledge production activities, the characteristics of the knowledge generated, and the management of joint knowledge assets. Based on this analysis, we use game models to understand the decision to participate in such strategic alliances better. Our game models provide a simple but elegant framework for understanding the impact of changing knowledge structures on the payoffs associated with cooperation and defection in knowledge production, and therefore on behaviour.

Amara N, Landry R, Halilem N, Traore N (2010) Patterns of Innovation Capabilities in KIBS Firms: Evidence from the 2003 Statistics Canada Innovation Survey on Services. Industry and Innovation 17:163-192 The aim of this paper is to shed light on complementarities and substitutions between various types of innovation capabilities in knowledge-intensive-based service (KIBS) firms. The data used in this study are the responses of 2,625 innovative firms to the 2003 Statistics Canada Innovation Survey on services. The empirical results suggest the presence of three patterns of complementary innovation capabilities, one pattern of substitute activities and finally, four patterns of innovation capabilities that are independent from each other. Hence, the results suggest the presence of complementarities: first, between internal RD, external RD, acquisition of equipment and machinery, and marketing activities; second, between external RD, acquisition of equipment and machinery, acquisition of external knowledge and marketing activities; third, between acquisition of equipment and machinery, acquisition of external knowledge and marketing activities. Such complementarities lead to the conclusion that, in practice, managers of KIBS firms consider the consolidation of these capabilities jointly instead of separately. The paper also discusses issues related to patterns of capabilities that are substitutes and independent from each other. The results of this study also show significant heterogeneity in the determinants of the different patterns of innovation capabilities.

Andersen KV, Hansen HK, Isaksen A, Raunio M (2010) Nordic City Regions in the Creative Class DebatePutting the Creative Class Thesis to a Test. Industry and Innovation 17:215-240 The Nordic countries have a quite different urban structure and social systems than the USA. Denmark, Finland, Norway and Sweden may then constitute a critical test of the empirical reach of Richard Florida's much cited creative class thesis beyond its empirical basis in the USA. This paper employs comparative statistics to examine the importance of the quality of place in attracting members of the creative class to Nordic city regions, and it analyses the role of the creative class for regional economic development. Florida's original study focused only on city regions with more than 100,000 inhabitants. Our statistical analyses mainly support Florida's results with regard to these larger Nordic city regions. The paper, however, also analyses smaller city regions, which are important in the Nordic urban structure. The findings are clearly less supportive for these smaller regions, which mean that the original creative class approach has to be considerably refined when used in the Nordic context.

Angeli F, Grimaldi R (2010) Leveraging Offshoring: The Identification of New Business Opportunities in International Settings. Industry and Innovation 17:393-413 This work aims to shed light on the process through which small and medium-sized enterprises (SMEs) identify new business opportunities within their ongoing offshoring activities. Empirical evidence is drawn on the case of think3, an Italian medium-sized software company that has been offshoring its RD activities to Bangalore, India, since the year 2000. In 2004, the company started a brand new oglobalo business: from selling software solutions for computer-aided design, it began selling the engineering capabilities to use its solutions, leveraging highly qualified Indian mechanical engineers. Our analysis underlines three elements underpinning think3's ability in envisaging a new profitable business opportunity. These are its experiential knowledge of: (a) the markets, clients and competitors, (b) the offshore context, and (c) the internationalization process as a software house, embodied in the ability to promote offshore cultural integration and to align home and offshore operations. This study enables a better understanding of the factors triggering the recognition of new business opportunities by SMEs, at the international level.

Arman H, Foden J (2010) Combining methods in the technology intelligence process: application in an aerospace manufacturing firm. R & D Management 40:181-194 Technological change is a major factor in gaining competitive advantage in manufacturing industries. Promoting innovation, exploiting technological opportunities and avoiding threats are increasingly important. Firms need to recognise both current and potential future technological advances that can affect their products, services and processes. This paper presents a Technology Intelligence (TI) methodology and toolset, the main purpose of which is to enable companies to monitor and assess technological developments associated with their products, components, processes and other areas of concern. These technology management activities will assist the company in evaluating its environment while taking advantage of technological changes that represent opportunities or threats. The methodology is described in detail and demonstrated using a case study conducted in an aerospace manufacturing firm in the United Kingdom.

Artz KW, Norman PM, Hatfield DE, Cardinal LB (2010) A Longitudinal Study of the Impact of R&D, Patents, and Product Innovation on Firm Performance. Journal of Product Innovation Management 27:725-740 Because of increasing levels of competition and decreasing product life cycles, a firm's ability to generate a continuous stream of innovations may be more important than ever in allowing a firm to improve profitability and maintain competitive advantage This paper investigates several issues that are central to an examination of the innovation productivity in a firm. First, the relationship between a firm's commitment to research and development and its innovative outcomes is examined. Two innovative outcomes are analyzed: (1) invention, which focuses on the development of new ideas; and (2) innovation, the development of commercially viable products or services from creative ideas. Invention is measured by the number of patents granted, and innovation is assessed by the number of new product announcements. Second, because many inventions ultimately result in marketable innovations and because patents may provide protection for new products, the relationship between patents and product announcements is also investigated. Finally, the ability of a firm to benefit from its inventions and innovations is studied by examining their separate effects on firm performance, measured as return on assets (ROA) and sales growth. Drawing from a sample of 272 firms in 35 industries over 19 years, the results from a model of simultaneous equations provided support for some of the hypotheses, but several other surprising findings were found. As expected, R&D spending was positively related to patents. This finding is consistent with others who argue that internal research capabilities, particularly those with a strong basic research component, is key to enabling a firm to generate creative outputs. More surprising was the finding of increasing returns to scale to R&D spending. While this contradicts much of the existing research, it is consistent with economic arguments for the advantages of scale in innovation. Also interesting is the finding that, while a significant curvilinear relationship exists between R&D spending and product announcements, it is not the predicted inverse-U but instead a U-shaped relationship. Consistent with previous work, product announcements were found to be positively related to both performance measures. A negative relationship was found between patents and both ROA and sales growth. While these findings were unexpected, they are intriguing and call into question the value of patents as protection mechanisms. In addition, these results may be resulting from the rise of strategic patenting, where an increasing number of firms are using patents as strategic weapons. As expected, a positive relationship was found between patents and new product announcements.

Arvanitis S, Kubli U, Woerter M (2010) Knowledge and Technology Transfer Activities between Firms and Universities in Switzerland: An Analysis Based on Firm Data. Industry and Innovation 18:369-392 This study explores the factors determining the propensity of Swiss firms to get involved in knowledge and technology transfer (KTT) activities with universities and other research institutions in order to gain new scientific knowledge in research fields which are relevant for their own innovation activities. The data used in this study were collected by a postal survey among Swiss enterprises. We found that the propensity to KTT activities is positively correlated with the share of employees with tertiary-level education, the existence of RD activities, firm age and firm size. Further, it is negatively correlated with obstacles of KTT activities related to the functioning of the interface between firms and universities. The analysis of five specific forms of KTT activities showed that there are differences among these forms as to the explanatory factors identified for the variable for overall KTT activities, particularly with respect to human capital intensity, some obstacles and firm size.

Asakawa K, Nakamura H, Sawada N (2010) Firms' open innovation policies, laboratories' external collaborations, and laboratories' R&D performance. R & D Management 40:109-123 The value of the open innovation approach is now widely recognized, and the practice has been extensively researched, but still very little is known about the relative impact of firm-level and laboratory-level open innovation policies and practices on R&D performance. This study attempts to measure that impact by analyzing a sample of 203 laboratories of Japanese firms located in Japan. It examines simultaneously the effects of firm-level open innovation policy and laboratory-level external collaborations on laboratory R&D performance. The study aims to go beyond a general understanding of the importance of open innovation; it shows how an open innovation policy can have a positive and significant effect on collaborations between a laboratory and local universities or business organizations. The results also show how an open innovation policy can contribute to the laboratory's R&D performance by facilitating external collaborations by the laboratories. It demonstrates how these factors affect R&D performance in different ways, depending on the type of R&D tasks. Our findings suggest several theoretical and practical implications in the field of R&D management.

Aylen J (2010) Open versus closed innovation: development of the wide strip mill for steel in the United States during the 1920s. R & D Management 40:67-80 A paired comparison is made between rival attempts to develop the first continuous rolling mill for wide strip in the United States during the 1920s. One firm was secretive, and the other relied on collaboration. Development of the wide strip mill is a natural experiment comparing closed and open innovation as two firms were competing for the same target using different institutional arrangements for their R&D. Wide strip-rolling technology was developed by rival teams in the United States during the mid-1920s. The less successful team at Armco, Ashland, Ky was closed to outside influences. Breakthroughs came from Columbia Steel at Butler, PA, which pursued an open pattern of cooperation with equipment suppliers. Columbia Steel's collaboration with machinery suppliers, use of independent advice on bearing technology and willingness to learn from precursors in copper rolling enabled them to build a successful wide strip mill complex, commissioned in 1926. Butler established the dominant design for the next 80 years. The leading equipment supplier at Butler, the United Engineering and Foundry Co., led global sales of the technology for four decades. It is not clear how far this example of successful open innovation in the US inter-war economy is typical. Historical studies of the management of R&D focus on formal, science-based research in large corporate labs rather than engineering development.

Baldini N (2010) Do royalties really foster university patenting activity? An answer from Italy. Technovation 30:109-116 Even though universities routinely share revenues with the inventors and their departments to foster patenting activities, royalties' incentive effect is largely unexplored, especially using panel data. Using a unique dataset of Italian universities' patents between 1988 and 2002, 1 fill this gap, using estimators that account for the potential endogeneity in the data. Both the royalties shared with the inventors and their departments are associated with greater patenting activity. Several other organisational arrangements have significant positive impact, from the use of prompt administrative procedures, to the university's commitment to exploit the inventions, to the availability of a technology transfer office.

Banerjee PM, Cole BM (2010) Breadth-of-impact frontier: How firm-level decisions and selection environment dynamics generate boundary-spanning inventions. Technovation 30:411-419 In this paper, we provide an ex-ante explanation for why some technologies such as James Watt's steam engine move successfully across broad technological fields, while other technologies do not. Using a sample of VC-backed biotechnology firms, we examine firm knowledge exploration choices along three dimensions the decision to build from technologies across broad fields, the decision to explore application domains that are new to the firm, and the decision to mix these two options at the same time. We argue that firm-level invention decisions find differing responses when received by the selection environment. We find evidence of a "breadth-of-impact frontier" for technologies, wherein the choice of whether a firm should enter into a new application domain than those of the past should be informed by the degree to which the technology is citing poor work narrowly or broadly. The findings suggest that the belief that broad sourcing diversity will always result in greater citation diversity requires some caveats. The results contribute to the understanding of not only how entrepreneurial firms evolve but also how individual firms contribute to collective progress.

Banholzer WF (2010) Creating Value in Turbulent Times. Research-Technology Management 53:23-28 Although the world has changed drastically in the past. year; the need for businesses to invent products that people want and are willing to pay for has not changed. At The Dow Chemical Company this innovation is managed so as to create maximum value for. the company There are a number of key strategies that Dow uses to manage innovation. These include balancing the timing of investments versus cash flows, managing fads, prioritizing across the company, savvy portfolio management, and as system of metrics that measure real success. Ultimately successful leaders will do whatever necessary to stick to their long-term strategy, especially during tough economic times.

Barge-Gil A (2010) Cooperation-based innovators and peripheral cooperators: An empirical analysis of their characteristics and behavior. Technovation 30:195-206 There are many controversies in the literature over the influence of different firm characteristics on the importance to the firm of cooperation for innovation. Empirical studies have focused on the fact of cooperation but have not measured its importance for the firm. The purpose of this work is to go a step further by investigating the characteristics and cooperative behaviour of firms that use cooperation as the main way to achieve innovation (cooperation-based innovators). We draw on the 2004 Spanish Innovation Survey and employ a two-step Heckman model. Our main results show that there are sharp differences among firms. More precisely, we find that smaller firms and firms outside the high-tech sectors are more likely to be cooperation-based innovators. We also find that the type of cooperative behaviour matters. Cooperation with providers, with a few agents and with national partners are strong features of cooperation-based innovators. We discuss some management and policy implications of our results.

Barge-Gil A (2010) Open, Semi-Open and Closed Innovators: Towards an Explanation of Degree of Openness. Industry and Innovation 17:577-607 There is much controversy in the literature over the relationship between the openness of firms' innovation strategies and firm characteristics such as size, RD intensity and sector. We argue that the controversy arises because, both theoretically and empirically, only a binary, open vs. closed, strategy has been considered. In this paper, we distinguish among three firm strategies: open, semi-open and closed, drawing upon a panel of Spanish firms (2004-2006) using data from Community Innovation Survey (CIS)-type surveys, and two different indicators of openness. Our results show that open innovators are smaller and less RD intensive than semi-open ones, although larger and more RD intensive than closed innovators. These results reduce some of the controversies, and show that two conflicting forces, absorptive capacity and a oneedo effect, are at stake in open innovation strategies.

Barrett C (2010) Smart People, Smart Ideas and the Right Environment Drive Innovation. Research-Technology Management 53:40-43 Recessions are difficult times. Companies respond differently to them, especially in the ways that they manage R&D. Intel's, recently retired chairman, Craig Barrett, has been an outspoken advocate for continuing investment in R&D, telling Fortune magazine, for example, that "you can't save your way out of a recession; you can only invest your way out " (May 25, 2009). Anxious to explore how the semiconductor giant has managed to accomplish this, RTM editor in chief Jim Euchner spoke with Barrett about innovation, investment, Intel, and international competitiveness.

Bathelt H, Kogler DF, Munro AK (2010) A knowledge-based typology of university spin-offs in the context of regional economic development. Technovation 30:519-532 Drawing on the literature pertaining to the role universities play in promoting technology transfer, this paper develops an insightful conceptualization of spin-off processes, and applies it to a current regional case study. The suggested typology of university spin-off/start-up firms is based on several variables, including the type of university sponsorship, university involvement in firm formation, the character of knowledge applied, and co-localization of the founders The empirical case study is used to demonstrate the usefulness of this approach in analyzing spin-off firms, and then dynamics. The study is based on interviews conducted with university spin-offs/start-ups in the information technology (IT) sector located in the Kitchener and Guelph metropolitan areas This region, which is home to the University of Waterloo - one of Canada's premier science and technology universities - has experienced an impetus of spin-off processes cm [Dilating from university research dating back to the 1970s The results of our analysis expose several trends Sponsored spin-offs are largely the result of particular university research projects, and apply specific knowledge inputs in the development of their initial core technology Unsponsored spin-offs, which find their foundation in decentralized idea

development outside of the university setting, almost entirely rely on generic broad knowledge bases for the development of innovative products and services, which have enabled the firm-formation process Overall, it is surprising that even firms that have received some form of university support described the role the University of Waterloo had in their start-up process as marginal The dynamic research approach applied in this study, which outlines the university's changing role over time and the regional dynamics associated with spin-off firms, further demonstrates the potential of out typology As such, our typology of university-related start-up/spin-off firms is designed to support studies concerned with the wider impact of universities on technology transfer and regional development.

Belderbos R, Faems D, Leten B, Van Looy B (2010) Technological Activities and Their Impact on the Financial Performance of the Firm: Exploitation and Exploration within and between Firms. Journal of Product Innovation Management 27:869-882 The present study analyzes the impact of firms' technological strategies on their financial performance. Technology strategies are defined by making a distinction between explorative and exploitative as well as collaborative and solitary technological activities. Several hypotheses are tested on a panel data set (1996-2003) of 168 research and development (R&D)-intensive firms based in Japan, the United States, and Europe and situated in five different industries (i.e., chemicals, pharmaceuticals, information and communication technologies [ICT], electronics, and nonelectrical machinery). This study's analyses confirm the existence of an inverted U-shape relationship between the share of explorative technological activities and financial performance. In addition, firms engaging more intensively in collaboration perform relatively stronger in explorative activities. At the same time, a negative relationship is observed between the share of collaborative technological activities and a firm's market value. This negative relationship is most pronounced in collaborative activities of an exploratory nature. Overall, these findings suggest that the value appropriation complexities of collaborative technological activities may offset their value-enhancing potential.

Berchicci L, Tucci CL (2010) There Is More to Market Learning than Gathering Good Information: The Role of Shared Team Values in Radical Product Definition. Journal of Product Innovation Management 27:972-990 User feedback is vital to a radical new product development (NPD) effort. However, shared team values (beliefs and possibly ideology) determine whether a development team will act on user feedback. This paper addresses this important issue by investigating the interaction between internal team values and external market feedback or information in radical projects. The underlying logic in investigating NPD team values is that, although user feedback is vital to a radical NPD effort, shared team values may well influence whether a development team will act on user feedback regardless of the team's competences in collecting, integrating, and assimilating the information acquired. Previous research has considered how exploratory market learning processes moderate market and technological uncertainty in radical product development. Scholars argue that NPD teams may increase the chances of success of radically new projects by acquiring, assimilating, and implementing new information from market feedback. They assume that managers and NPD teams' ability to make sound choices along the NPD process and increase learning depends on quality and quantity of information acquired from user feedback. The more and better information acquired, the easier it will be for the team to assimilate and implement it with clear benefits for the NPD project. Therefore, extant research has led to a deeper understanding of what information is important for exploratory market learning. It has not tackled, however, how information is assimilated by the NPD team and to what extent the information from the market is implemented. Given the exploratory nature of the research objective, a longitudinal participant-observation case study research is adopted, in which during a two-year period a radical project development in the mobility field was investigated. During this period, the NPD team adopted various and sophisticated market research techniques to acquire user feedback from the design to the prototype and test phase. These units of information were collected, and the extent to which shared team values influence the process through which user feedback was assimilated, implemented, and used was analyzed. The findings suggest that information assimilation is not automatic but rather influenced in interesting ways by internal team values. The findings imply that shared team values act as a selective assimilation mechanism determining whether a development team will act on user feedback. Furthermore, the type of information (e.g., functional vs. conceptual feedback) processed by the development team acts as a moderating factor on the relationship between the team values and information processing. In conclusion, this paper highlights how one of the mechanisms for information selection is based on team values and the type of information presented to the team. The topic of selective assimilation

and use in exploratory market learning is an important topic worthy of further research. It is important for academic researchers because it provides a better description of how radical product development projects evolve. It is important for managers because awareness of biases and the existence of selective assimilation may lead to better product development outcomes.

Berkhout G, Hartmann D, Trott P (2010) Connecting technological capabilities with market needs using a cyclic innovation model. R & D Management 40:474-490 One of the key limitations of current models of innovation is that they still represent variations on the familiar pipeline architecture. In addition, they are not embedded in the strategic issues of company boards and therefore remain isolated entities. Equally, the activity of entrepreneurship, while long recognized as a key factor in firm innovation management, is not captured and is inadvertently understated or only implied at best. We find that there is incongruence between current theoretical models and innovation practice. We offer a socio-technical framework that replaces the family of linear concepts by a cyclic alternative. It combines hard and soft sciences, bridges research and development and marketing communities and helps firms and policy makers to better understand the iterative nature of the innovation process.

Bessant J, von Stamm B, Moeslein KM, Neyer AK (2010) Backing outsiders: selection strategies for discontinuous innovation. R & D Management 40:345-356 A key challenge in managing innovation is to explicitly identify ways to improve an organization's performance with regard to discontinuous innovation. However, discontinuous innovation does not fit the existing 'frame of reference' and hence requires a reframing of the traditional ways of innovating within the organization. More specifically, previous research shows that practices that work well in the context of incremental innovation do not work in the context of discontinuous innovation. Thus, the aim of this paper is to explore innovation practices that enable organizations to select innovation projects, which are 'outside the box' of its prior experience, i.e. are discontinuous in nature. Building on the experience of more than 150 firms across 12 countries, we have identified nine innovation practices for the selection of discontinuous innovation; these can be grouped into three clusters: enable, engage and experience. In sum, we identify that an organization needs to acknowledge that its choice to engage in discontinuous innovation will have consequences for the innovation practices chosen to select which discontinuous projects to carry forward.

Beverland MB, Napoli J, Farrelly F (2010) Can All Brands Innovate in the Same Way? A Typology of Brand Position and Innovation Effort. Journal of Product Innovation Management 27:33-48 Product innovation is vital to ongoing brand equity and has been responsible for revitalizing many brands, including Apple, Dunlop Volley, Mini, and Gucci. While several scholars have noted the relationship between a brand's position and the form of innovation available to a firm, surprisingly no study has sought to bridge this gap. This study aims to address this issue by, first, building a typology of the innovation practices underpinning differently positioned brands and, second, exploring the strategic and tactical implications of different brand-related innovation efforts. In so doing, this study addresses a critical question: How do differently positioned brands organize their innovation efforts? A multiple case-study approach was used in this paper. Cases were sampled from a number of industries and across a range of different countries with a focus on business-to-consumer brands. Thirty-five interviews were conducted across 12 cases. The brands studied differed in their approach to innovation ( incremental vs. radical) and in their relationship to the marketplace ( market-driven and driving markets). These two dimensions result in four alternative ways of organizing the innovation effort to effectively reinforce the brand: ( 1) incremental and market driven ( follower brands); ( 2) radical and market driven ( category leader brands); ( 3) incremental and driving market (craft-design-driven brands); and ( 4) radical and driving markets ( product leader brands). For follower brands, new product success is contingent upon the quality of the firm's marketing information systems and speed to market. Category leaders seek to dominate and appeal to the mass market with bold product initiatives. Craft-designer-driven brands aim to maintain an aura of authenticity, downplaying the commercial realities of their innovation efforts, while product leader brands seek to reaffirm their status as industry pioneers. This research contributes to the branding and new product development literature in several ways. It illustrates that differently positioned brands require the deployment of different firm capabilities and resources and a unique organizational philosophy to achieve new product success. The findings also enrich the brand extension literature through an examination of alternate bases, beyond that of product category, by which brand fit can be established. Finally, this research demonstrates how brand

positioning can pose limitations on an industry leader's ability to respond to disruptive technologies. This study identifies that failed new products or brand extensions are driven by a mismatch between desired strategy and the capabilities necessary for achieving success ( suggesting brand extensions are not as low risk as previously thought). As such, managers should carefully attend to brand perceptions when developing innovation strategies, particularly in relation to brand extensions.

Bianchi M, Campodall'Orto S, Frattini F, Vercesi P (2010) Enabling open innovation in small- and medium-sized enterprises: how to find alternative applications for your technologies. R & D Management 40:414-431 A critical success factor in the practice of Open Innovation is the timely identification of opportunities for out-licensing a firm's technologies outside its core business. This can be particularly challenging for small- and medium-sized enterprise (SMEs), because of their focussed business portfolio, specialized knowledge basis, and limited financial resources that can be devoted to innovation activities. The paper illustrates a quick and easy-to-use methodology for the identification of viable opportunities for out-licensing a firm's technologies outside its core business. The method uses established TRIZ instruments in combination with non-financial weighting and ranking techniques and portfolio management tools. It has been developed by the authors in collaboration with an Italian SME working in the packaging industry.

Biemans W, Griffin A, Moenaert R (2010) In Search of the Classics: A Study of the Impact of JPIM Papers from 1984 to 2003. Journal of Product Innovation Management 27:461-484 The Journal of Product Innovation Management (JPIM) was launched in 1984 and over its first two decades of existence evolved into the leading journal in the field of innovation and the management of technology. During these 20 years JPIM contributed to the field by publishing 488 academic papers. This paper is a follow-up study to an earlier study that looked at how JPIM evolved in terms of knowledge stock and knowledge flows during the first two decades (published in JPIM, March 2007). That paper looked at what was published during the first 20 years, which sources were cited, and which journals cited JPIM papers. This study takes a closer look at the impact of JPIM on the field of innovation and the management of technology by identifying the most classic papers published in JPIM during its first two decades of existence. This study used multiple research methods to identify 64 candidate potential classics from the 488 papers published in the first 20 years of JPIM's existence, to analyze how they differ from the other 424 papers published in the journal, and to investigate authors' motivations for writing these papers. Finally, using survey responses from the Product Development and Management Association (PDMA) membership and other academics in innovation and new product development, the research then determines which 5 of the 64 candidate papers are considered to be the "most classic'' papers published and the factors driving that determination. The findings show that classic papers are those presenting a "pioneering idea'' in the field that creates buzz in both the academic and practitioner worlds. High numbers of citations are indeed the outcome of these endeavors, but being a classic requires more than having high numbers of citations. Authors of the true classics generally have worked hard to disseminate their research, usually to both academics and practitioners, perhaps also contributing to the network buzz created by their findings. While one of the five most classic papers represented the first investigation into a particular stream of research, the other four were culminations of a significant body of research, providing a distinct summary of known information on a topic at the time they were published and a clear road forward for future research on the topic. These bodies of knowledge have yet to be superseded by other culminating papers.

Bienkowska D, Larsen K, Sorlin S (2010) Public-private innovation: Mediating roles and ICT niches of industrial research institutes. Innovation-Management Policy & Practice 12:206-216 Innovation processes involve diverse sets of organizations including universities, private firms, corporate research labs and public research institutes. Collaborative forms of knowledge production and innovative activity enable actors to reduce risk, specialize, and take advantage of knowledge internal and external to the own organization. This paper discusses interactions and collaborations between public and private sector innovation. This is done through an analysis of semi-public research institutes in Sweden and their roles as arenas for R&D processes involving industry, university and government in terms of funding, research and public-private innovation. Particular attention is paid to technological niches of research institutes and utilization of research findings from collaborative R&D. The results show that institutes occupy specific niches which influence their ways of transferring knowledge. It is argued that diversity among R&D performers as well as funding opportunities is paramount for innovation systems to thrive.

Bieri DS (2010) Booming Bohemia? Evidence from the US High-Technology Industry. Industry and Innovation 17:23-48 This paper assesses the effect of Richard Florida's creative class on economic growth and development at two levels of spatial aggregation. First, I examine the dynamics of economic growth across US metropolitan regions and investigate how they relate to regional specialization and the concentration of talent in the high-tech industry. In addition to evidence of significant high-tech clusters, I identify important complementarities with regard to the interaction between the three Ts of regional development (talent, technology and tolerance) and regional growth dynamics. Using firm-level data, the regional analysis is then complemented by exploring the location of new high-technology plant openings and their relationship with university research and development (R&D) and the creative class. Specifically, I test the hypothesis that both university R&D and the presence of "creativity" generate spillovers which are captured locally in the form of new high-tech establishments, after controlling for important location factors such as local cost, demand and agglomeration economies. While the marginal impacts of increased R&D funding on county probability for new firm formation is modest, the mix of creativity and diversity-as proxied by the Florida measure-appears to be a key driver in the locational choice of new high-tech firms. Separate estimates indicate that these findings hold up across the major high-tech industries in the USA.

Bjerregaard T (2010) Industry and academia in convergence: Micro-institutional dimensions of R&D collaboration. Technovation 30:100-108 Research on university-industry (UI) collaboration has addressed how cultural differences between firms and universities tend to impede knowledge exchange and impose challenges on project control if not properly addressed. Relatively little research has examined in-depth how changing institutional logics of R&D practice shape concrete UI collaborations at the micro-level of interacting researchers. The purpose of this study is to examine how conflicting and converging institutional logics of R&D work enable and constrain the process of R&D collaboration between small and medium sized enterprises (SMEs) and public university departments. This qualitative study covers the total population of public university departments and firms involved in collaborative research projects sponsored by a programme under the National Strategic Research Council (NSRC) in Denmark. The findings show that many of the collaborating researchers experienced an institutional convergence constituting a shared cultural space for knowledge exchange and communication in their joint projects. In some cases this lack of normative conflict was due to a blurring of institutional logics governing R&D in the two sectors. Furthermore, some researchers were able to use their social skills to bridge perceived institutional gaps. Implications for future research and UI collaboration are addressed.

Blau J (2010) Silicon Valley With Snow? Research-Technology Management 53:3-5

Blau J (2010) Innovation Taking Center Stage in EU Policy. Research-Technology Management 53:3-4

Blau J (2010) East Europe Innovation Still Far Behind West. Research-Technology Management 53:8-10

Blau J (2010) Europe Boosting Energy Spending. Research-Technology Management 53:6-7

Blindenbach-Driessen F, van Dalen J, van den Ende J (2010) Subjective Performance Assessment of Innovation Projects. Journal of Product Innovation Management 27:572-592 Performance assessment of innovation projects is a central issue in innovation management research. Using existing literature, a model is developed to assess the performance of new product and new service development projects. In this model, project performance is defined as a combination of a formatively indicated operational performance construct and a reflectively indicated product performance construct. The validity of this model is tested based on a sample of 219 innovation projects assessed by innovation managers. Using only the innovation managers' responses, it is, however, not possible to distinguish between operational and product performance. The impact of common method bias and informant bias is subsequently assessed using a subsample of 128 of these 219 innovation projects that are assessed by the innovation manager and the project leader. These latter results show that operational and product performance are two distinct constructs. In addition, the multitrait-multimethod analyses show that especially the more abstract items of performance, such as the perceptions of quality, captured knowledge, competitive advantage, gained reputation, and customer satisfaction, suffer from random error and informant bias. Project leaders appear to

be better informed to assess operational performance, while innovation managers are better in assessing product performance. The paper concludes with a qualitative comparison of several alternative performance models: the project performance model as derived from the literature, a similar (misspecified) reflective performance model, two stand-alone models in which operational and product performance are assessed separately, and a mixed model that uses a combination of innovation managers' and project managers' data. Based on this comparison, it is advised to use either the stand-alone models for operational performance and product performance or the mixed model whereby the project leader assesses operational performance and the innovation manager the product performance of an innovation project.

Blindenbach-Driessen F, van den Ende J (2010) Innovation Management Practices Compared: The Example of Project-Based Firms. Journal of Product Innovation Management 27:705-724 The importance of project-based firms is increasing, as they fulfill the growing demands for complex integrated systems and knowledge-intensive services. While project-based firms are generally strong in innovating their clients' systems and processes, they seem to be less successful in innovating their own products or services. The reasons behind this are the focus of this paper. The characteristics of project-based firms are investigated, how these affect management practices for innovation projects, and the influence of these practices on project performance. Using survey data of 203 Dutch firms in the construction, engineering, information technology, and related industries, differences in characteristics between project-based and nonproject-based firms are identified. Project-based firms are distinguished from nonproject-based firms on the basis of organizational configuration, the complexity of the operational process, and the project management capabilities of the firm. Project-based firms also differ with regard to their level of collaboration and their innovation strategy, but not in the level of autonomy. A comparison of 135 innovation projects in 96 of the firms shows that project-based firms do not manage their innovation projects different from other firms. However, the effects of specific management practices on project performance are different, particularly the effects of planning, multidisciplinary teams and heavyweight project leaders. Differences in firm characteristics provide an explanation for the findings. The implication for the innovation management literature is that "best'' practices for innovation management are firm dependent.

Bohlmann JD, Calantone RJ, Zhao M (2010) The Effects of Market Network Heterogeneity on Innovation Diffusion: An Agent-Based Modeling Approach. Journal of Product Innovation Management 27:741-760 Innovations usually have an initial impact on very few people. The period of learning or early evaluation precedes the diffusion of the technology into the wider addressed population. More than a transfer, this is best characterized as communication of benefits, costs, and compatibility with earlier technologies and a relative assessment of the new state of the art. Innovation development by an organization or individual creates not just a device (i.e., process or tacit knowledge) but concomitantly a capacity on the part of other organizations or persons to use, adopt, replicate, enhance, or modify the technology, skills, or knowledge for their own purposes. How innovations actually diffuse is to understand the communication of progress, and this framing helps one to design innovations and also design the marketing and testing programs to ready innovations for market and launch them efficiently. Diffusion theory's main focus is on the flow of information within a social system, such as via mass media and word-of-mouth communications. This theory presents often in the form of mathematical models of innovation and imitation. Distinct from classical diffusion models, however, consumers are not all identical in how they connect to others within a market or how they respond to information. We examine the effects of various network structures and relational heterogeneity on innovation diffusion within market networks. Specifically, network topology (the structure of how individuals in the market are connected) and the strength of communication links between innovator and follower market segments (a form of relational heterogeneity) are studied. Several research questions concerning network heterogeneity are addressed with an agent-based modeling approach. The present study's findings are based on simulation results that show important effects of network structure on the diffusion process. The ability to speed diffusion varies significantly according to within-and cross-segment communications within a heterogeneous network structure. The implications of the present approach for new product diffusion are discussed, and future research directions are suggested that may add useful insights into the complex social networks inherent to diffusion. A simple summary is that discovery of significant prime communicator nodes in a network allows innovation development practices to be better calibrated to realistically multiple market segments.

Bosse DA, Alvarez SA (2010) Bargaining power in alliance governance negotiations: evidence from the biotechnology industry. Technovation 30:367-375 Alliance partners negotiate how they will govern their alliance. This study shows bargaining power, not just efficiency considerations, influences the outcome of this negotiation. Whereas previous research on this phenomenon associates bargaining power with firm size, this study employs more nuanced measures of bargaining power applicable to biotechnology firms while controlling both absolute and relative firm size. We find small biotechnology firms with partners that are over five times larger can still have the bargaining power to get their interests met when the two parties have opposing governance interests.

Bowonder B, Dambal A, Kumar S, Shirodkar A (2010) Innovation Strategies for Creating Competitive Advantage. Research-Technology Management 53:19-32 OVERVIEW: Innovation strategy helps a company in three ways: exciting its customers, outperforming competitors, and building a new product portfolio. The literature describes many frameworks for innovation strategy but offers little detail about how to implement them. This paper identifies 12 ways of visualizing innovation strategies: platform offering, co-creation, cycle time reduction, brand value enhancement, technology leveraging, future-proofing, lean development, partnering, innovation mutation, creative destruction, market segmentation, and acquisition. These strategies allow 100 leading global companies to dominate their markets

Boyd DE, Spekman RE (2010) The Licensing of Market Development Rights within Technology Alliances: A Shareholder Value Perspective. Journal of Product Innovation Management 27:593-605 Technology alliances create market development rights that are shared between partners in an alliance relative to codeveloped product technology. Alliance partners will often manage the shared market development rights in a cooperative manner by forming an agreement in which one partner (i.e., the licensor) licenses its market development rights to the other partner in the alliance (i.e., the licensee). The real options and bargaining power literatures provide opposing recommendations regarding whether a licensor creates greater shareholder value by licensing its market development rights to the licensee on a more or less restrictive basis. Empirical analysis of technology alliance contracts reveals that the restrictiveness by which a licensor should license its market development rights to a licensee depends on the licensee's strategic marketing emphasis. Specifically, a licensee will create greater value by following a more restrictive distribution strategy when its partner's marketing strategy emphasizes value creation. Alternatively, a licensee will create greater value when its partner's marketing strategy emphasizes value appropriation by following a less restrictive distribution strategy. From a theoretical perspective, the paper's findings provide early evidence regarding the contribution of marketing strategy toward value creation in technology alliances and help resolve the differing expectations offered by the real options and bargaining power literatures. Managerially, the paper identifies an alliance partner's strategic marketing emphasis as a hitherto unrecognized factor determining when managers should follow a more or less restrictive distribution strategy when licensing marketing development rights within technology alliances.

Brenner T, Broekel T (2010) Methodological Issues in Measuring Innovation Performance of Spatial Units. Industry and Innovation 18:7-37 The innovation performance of regions or nations has been repeatedly measured in the literature. What is missing, however, is a discussion of what innovation performance of a region or nation means. How do regions or nations exactly contribute to the innovation output of firms? And how can this contribution be investigated in an empirically sound way? We argue that while the literature offers many suggestions, their theoretical foundation is often weak and the underlying assumptions are rarely discussed. In this paper, we systematize various mechanisms by which spatial units influence firms' innovation activities. On the basis of this, common innovation performance measures and analyses are discussed and evaluated. It is concluded that there is no general best way of measuring the innovation performance of spatial units. In fact, the most interesting insights can be obtained using a multitude of different approaches at the same time.

Brenner T, Cantner U, Graf H (2010) Innovation Networks: Measurement, Performance and Regional Dimensions. Industry and Innovation 18:1-5

Brockman BK, Rawlston ME, Jones MA, Halstead D (2010) An Exploratory Model of Interpersonal Cohesiveness in New Product Development Teams. Journal of Product Innovation Management 27:201-219

There has been a heavy emphasis in new product development (NPD) research on intrateam issues such as communication, trust, and conflict management. Interpersonal cohesiveness, however, has received scant attention. In addition, there are conflicting findings regarding the effects of close-knit teams, which seem to have a beneficial effect up to a point, after which the tight bond becomes a detriment. This paper addresses these issues by introducing an exploratory model of interpersonal cohesiveness -> NPD performance that includes antecedents, consequences, and moderating factors. Antecedents of interpersonal cohesiveness include clan culture, formalization, integration, and political dominance of one department, while consequences are groupthink, superordinate identity, and, ultimately, external/internal new product (NP) performance. The relationships among interpersonal cohesiveness, groupthink, and superordinate identity appear to be influenced by two moderating factors: team norms and goal support. Additionally, product type is identified as a moderator on the effects of both groupthink and superordinate identity on external NP performance. The model is built from two sources: a synthesis of the literature in small group dynamics and NPD, and qualitative research conducted across 12 NPD teams. Individual team leaders were interviewed first, followed by interviews with two additional members on each team, for a total of 36 interviews. In keeping with the goals of qualitative research, the interviews and analysis were used to identify and define aspects of interpersonal cohesiveness rather than to test a preconceived model. Representation of different industries and product types was sought intentionally, and variance in NP innovativeness as well as in NP market success/profitability became key criteria in sample selection. The exploratory model and propositions developed in this study provide a framework for understanding the role of interpersonal cohesiveness in NPD teams and its direct and indirect effects on NP performance. Although a significant amount of research on cohesiveness has been conducted in previous studies of small groups, the narrow laboratory settings of that research have limited the generalizability of the findings. This study therefore serves as a useful starting point for future theory development involving interpersonal cohesiveness in NPD. It also provides a guide for managers in dealing with team cohesiveness.

Brown B (2010) Why Innovation Matters. Research-Technology Management 53:18-23 Innovation drives growth, both growth of categories and growth within businesses. For Procter & Gamble, innovation is the engine of growth, providing consumers benefits they value and differentiating P&G brands from those of competitors. The principles that have driven P&G's innovation-and the company's resurgent growth over the last two years-transcend industries. In an increasingly challenging economy, where market growth can no longer be relied on to provide sustained growth, P&G has refocused its efforts' on large, breakthrough innovations that will deliver consumer benefits and long-term growth through multiple product generations.

Brzustowski T, Butler J, Leung F, Linton JD, Smith J (2010) Emerging and new approaches to R&D management: selected papers from The R&D Management Conference 2008, Ottawa. R & D Management 40:1-3

Bstieler L, Hemmert M (2010) Increasing Learning and Time Efficiency in Interorganizational New Product Development Teams. Journal of Product Innovation Management 27:485-499 Despite the growing popularity of new product development across organizational boundaries, the processes, mechanisms, or dynamics that leverage performance in interorganizational (I-O) product development teams are not well understood. Such teams are staffed with individuals drawn from the partnering firms and are relied on to develop successful new products while at the same time enhancing mutual learning and reducing development time. However, these collaborations can encounter difficulties when partners from different corporate cultures and thought worlds must coordinate and depend on one another and often lead to disappointing performance. To facilitate collaboration, the creation of a safe, supportive, challenging, and engaging environment is particularly important for enabling productive collaborative I-O teamwork and is essential for learning and time efficient product development. This research develops and tests a model of proposed factors to increase both learning and time efficiency on I-O new product teams. It is argued that specific behaviors (caring), beliefs (psychological safety), task-related processes (shared problem solving), and governance mechanisms (clear management direction) create a positive climate that increases learning and time efficiency on I-O teams. Results of an empirical study of 50 collaborative new product development projects indicate that (1) shared problem solving and caring behavior support both learning and time efficiency on I-O teams, (2) team psychological safety is positively related to learning, (3) management direction is positively associated with time efficiency, and (4) shared problem solving is more strongly

related to both performance dimensions than are the other factors. The factors supporting time efficiency are slightly different from those that foster learning. The relative importance of these factors also differs considerably for both performance aspects. Overall, this study contributes to a better understanding of the factors that facilitate a favorable environment for productive collaboration on I-O teams, which go beyond contracts or top-management supervision. Establishing such an environment can help to balance management concerns and promote the success of I-O teams. The significance of the results is elevated by the fragility of collaborative ventures and their potential for failure, when firms with different organizational cultures, thought worlds, objectives, and intentions increasingly decide to work across organizational boundaries for the development of new products.

Bugge MM (2010) Creative Distraction: Lack of Collective Learning in Adapting to Online Advertising in Oslo, Norway. Industry and Innovation 18:227-248 The advertising industry is often seen as adaptable and flexible, and its work organization and diverse project ecologies are assumed to nurture creativity, learning and innovation. The advertising industry in Oslo is currently going through a restructuring process of adapting to the Internet as an emerging media channel for marketing, but struggles to benefit from collective learning. The established advertising agencies have been reluctant regarding the new opportunities in Internet-based advertising, which has allowed for a set of smaller and specialized web agencies to emerge, and who now possess the best skills within interactive advertising. The paper argues that there are two parallel epistemic communities in the localized advertising industry. It is shown that the advertising industry seems to have been caught in a path-dependent technological trajectory, and that in order for collective learning to unfold geographical proximity needs to be supplemented by cultural and epistemic proximity and compatibility.

Calantone RJ, Harmancioglu N, Droge C (2010) Inconclusive Innovation "Returns": A Meta-Analysis of Research on Innovation in New Product Development. Journal of Product Innovation Management 27:1065-1081 This research on studies that have empirically examined the construct innovation provides a meta-analysis of the marketing, management, and new product literatures. The study extends previous meta-analytic works by drawing on 70 independent samples from 64 studies (published from 1970 to 2006) with a total sample size of 12,921. The overall objective is to propose a synthesized model that includes technological turbulence, market turbulence, customer orientation, competitor orientation, organizational structure, innovation, and new product performance. Six baseline hypotheses were developed and tested. The goal is not only to derive empirical generalizations from these literatures but also to investigate sources of inconsistencies in the findings. Four substantive and two methodological artifacts were tested to determine whether they moderate model relationships (i.e., whether the effect sizes differ for any of the six baseline hypotheses). The potential moderators were project versus program level of analysis, the nature of change required by the innovation, service versus product, country of the data's origin, continuous versus categorical measurement, and the number of scales used. From a theoretical perspective, the results corroborated the resource-based view framework regarding the determinants and the performance outcome of innovation. New product performance (the performance outcome) is a direct consequence of innovation, and this effect is stronger when the data are collected from Western countries. This relationship holds regardless of whether the level of analysis is the new product program versus project or whether the innovation is a product or a service, a robust result relevant to researchers and managers alike. As for the determinants of innovation, the results were as follows. While market turbulence is overall not a direct antecedent to innovation, technological turbulence is overall positively related (especially when market discontinuities are considered or when the data are collected from Asian countries). Customer orientation encourages new product innovation overall, but especially at the program (as opposed to project) level in Western countries. The effect of competitor orientation is also positive. The results for either orientation construct or either turbulence construct held whether the level of analysis was project versus program or whether services versus products were examined. However, the relationship of mechanistic organizational structures to innovation, although positive in the overall sample, did vary by product (positive) versus service (negative).

Calantone RJ, Yeniyurt S, Townsend JD, Schmidt JB (2010) The Effects of Competition in Short Product Life-Cycle Markets: The Case of Motion Pictures*. Journal of Product Innovation Management 27:349-361 It is critically important to understand the relationship between new product launch strategies and their

interaction with the competitive environment, which results in the successful introduction of new products. Deciding when to launch new products is among the most significant issues facing managers when formulating new products strategy, especially for products with short product life cycles. However, little extant research has focused on the interaction of product launch timing and the competitive market environment. This study explores the effects of four types of competitive threats on the market performance of short product life-cycle products. Threats from new products and incumbents are possible. Also, products in the same category and those in related product categories exert competitive pressures. In this paper, a framework of competitive threats is developed, and research questions are constructed and empirically tested using the motion pictures industry as the focus of this research. A set of simultaneous equations was estimated using a sample of 2,948 movies introduced in the U.S. market between 1997 and 2004. The results show that all competition types have negative direct, indirect (as mediated by distribution intensity), and total effects on the performance of a new product. For a focal product, incumbent products exert a greater negative impact on performance than new entrants. Surprisingly, products in different, but related, categories are more harmful to the performance of products than products in the same category. The results have important implications for launch timing and new product performance.

Calof J, Smith J (2010) The integrative domain of foresight and competitive intelligence and its impact on R&D management. R & D Management 40:31-39 R&D takes years to come to fruition, thus choosing R&D programs should be set in the context of the environment that will exist at the time that research is completed. Foresight and competitive intelligence are two fields that seek to address future oriented environmental scanning. The paper looks at what the domains of foresight and competitive intelligence entail and in particular how competitive technical intelligence can work to integrate and enable competitive agility in foresight positioning. Focus is put on reviewing literature that addresses how foresight impacts R&D project selection. A review is made on foresight programs from around the world based on a recently completed study on Canada's foresight capacity. The authors conclude that agile organizations need to be adaptive and well prepared for tomorrow's challenges and so by integrating competitive technical intelligence, (typically oriented to business needs) with strategic technology foresight, (typically designed to address government priorities for technology investments and innovation policy issues), enterprises will be best positioned to address uncertainties in the technology cycle.

Campbell-Kelly M, Danilevsky M, Garcia-Swartz DD, Pederson S (2010) Clustering in the Creative Industries: Insights from the Origins of Computer Software. Industry and Innovation 17:309-329 We use several different sources (a 1970 Roster of Organizations in Data Processing and the 1960 and 1970 Censuses of Population) to study patterns of geographic clustering at the very origins of the software industry. We find a strong trend toward clustering of the industry in a few metropolitan areas. Furthermore, we uncover a tendency in the early software industry to agglomerate in close proximity to some of its main customers. This tendency holds even after controlling for region-specific heterogeneity and for the potentially endogenous nature of the software customers' location decisions. We explore the factors that may have driven the observed clustering patterns and suggest directions for further research.

Candi M (2010) Benefits of Aesthetic Design as an Element of New Service Development. Journal of Product Innovation Management 27:1047-1064 The goal of this research is to investigate the benefits that may be gained from using aesthetic design in new service development. The research is performed in two phases. In the first phase, case research examining the use of aesthetic design in 16 new service development projects in new technology-based firms is used to determine the objectives underlying managers' decisions to use aesthetic design in new service development. The results of the case research suggest that the objectives underlying managers' decisions to use aesthetic design in new service development are attracting new customers, creating and fostering a positive image of their firm in their market, retaining existing customers, and doing so at lower cost. In the second phase, the results of the case research are used to generate hypotheses that are tested using longitudinal survey data collected in 98 new technology-based firms. The findings suggest that by and large the benefits expected by managers are realized. The practitioner implications of this research are that new technology-based firms that emphasize the use of aesthetic design in new service development can expect to have a greater proportion of sales from new customers, be less dependent on a few large customers, be more successful in entering new markets, have a more favorable firm image, and enjoy higher turnover growth from existing customers and higher profits

than comparable firms not using aesthetic design. The data do not provide support for the hypothesis that firms using aesthetic design in new service development will have customers that are less inclined to switch their allegiance to competitors, whereas it does support the hypothesis that firms using aesthetic design will enjoy higher turnover growth from existing customers than others. This could indicate that, although firms cannot expect to retain customer loyalty based on aesthetic design, they can expect to earn greater revenues from customers who do remain loyal if they emphasize aesthetic design.

Cantner U, Meder A, ter Wal ALJ (2010) Innovator networks and regional knowledge base. Technovation 30:496-507 Although network analysis has gained increasing attention over the last years, the literature on Regional Innovation Systems thus far has not embraced network methods. This study is an attempt to enrich the Regional Innovation System concept by applying social network methods to quantitatively assess the extent to which innovating actors in a region engage in systemic forms of knowledge exchange and collaboration On the basis of a comparison of three rather different regional Innovator networks, the paper suggests that regions with a strong knowledge base that are specialized in broad technology fields tend to have relatively fragmented network structures.

Carpenter DJ, Fusfeld AR, Gritzo LA (2010) Leadership Skills and Styles. Research-Technology Management 53:58-60

Casanueva C, Gallego A (2010) Social capital and individual innovativeness in university research networks. Innovation-Management Policy & Practice 12:105-117 Many studies have examined the relations between individuals and organizations and their influence on innovativeness. Some have looked at networks that improve innovative activity at an organizational, departmental and individual level, using in the latter case the individual's egonet. This study explores the way in which an individual's social capital and each of its three dimensions affect innovativeness. Having assessed the entire network of a university department and calculated the social capital of its members, their innovativeness was compared on the basis of their scientific production. The results show that the positions of researchers in the network structure and network quality are less important than the resources that they are able to access through their relations.

Case RH (2010) Managing Risk in Pharmaceutical R&D. Research-Technology Management 53:24-32 OVERVIEW: Risk is a powerful force in innovative organizations for the obvious reason that it means the future outcomes of decisions are uncertain and, less obviously, because it can foster decision biases like loss aversion and over-optimism. Decision biases at one level are often counterbalanced by different biases at other levels of a firm. Two archetypal approaches to managing risk in R&D-so-called "buckshot" vs. "birdshot" risk strategies-hold implications for organizational performance in the face of risk. Historical data from two leading pharmaceutical firms permit exploring these two patterns of strategic decision-making to see how these risk strategies have played out over the ensuing years.

Castellion G (2010) The Design of Business: Why Design Thinking Is the Next Competitive Advantage. Journal of Product Innovation Management 27:931-935

Castellion G (2010) Design-Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean. Journal of Product Innovation Management 27:931-935

Castellion G (2010) Hot Spots: Why Some Teams, Workplaces and Organizations Buzz with Energy-and Others Don't. Journal of Product Innovation Management 27:616-618

Castellion G (2010) Innovating at the Top: How Global CEOs Drive Innovation for Growth and Profit by Roland Berger, Soumitra Dutta, Tobais Raffel, and Geoffrey Samuels. Journal of Product Innovation Management 27:454-455

Castellion G (2010) The Product Manager's Desk Reference. Journal of Product Innovation Management 27:291-292

Ceci F, Masciarelli F (2010) A Matter of Coherence: The Effects of Offshoring of Intangibles on Firm Performance. Industry and Innovation 17:373-392 Offshoring of intangibles is a global production strategy based on the decision to externalize intangible activities to foreign countries. In the present work we test the existence of a positive relationship between offshoring intangibles and firm performance. To reap the full benefit of offshoring, firms are required to integrate and coordinate activities and knowledge; integration and coordination become difficult when activities are knowledge intensive as in the case of intangibles. We argue that the positive relation between offshoring intangibles and performance is strengthened if firms retain part of the knowledge related to the offshore outsourced activity, which reduces the risk of knowledge fragmentation and eases coordination and control. Our analysis suggests that some coherence between what a firm outsources abroad and what it offers positively moderates the relationship between offshoring intangible activities and firm performance.

Chadha A (2010) Overcoming Competence Lock-In for the Development of Radical Eco-Innovations: The Case of Biopolymer Technology. Industry and Innovation 18:335-350 The plastics industry is trying to avoid the price spiral of fossil fuels by utilizing renewable resources and simultaneously aims to contribute to the fight against climate change. Hence, this industry is in the midst of a hybridization process where it needs to build competencies in the field of radical eco-innovations such as biopolymer technology. However, the extent of required competencies for industry-wide biopolymer technology development and diffusion is not well understood yet. This paper explores and analyzes which competencies the plastics industry applies for the development of biopolymer technology by presenting results of case studies conducted with eight German and Swiss firms. The results suggest that firms build up competencies in inter-firm alliances, independent project houses, technology monitoring cross-functional integration and bootleg research. The findings improve the understanding of the challenges of radical eco-innovations and provide examples how the plastics industry can foster innovative competencies in established RD processes.

Chamberlin T, Doutriaux J (2010) Sourcing Knowledge and Innovation in a Low-Technology Industry. Industry and Innovation 17:487-510 This paper investigates the relationship between knowledge sourcing and innovation in a select low- to medium-technology industry, the forest sector. It is based on data from the Statistics Canada Survey of Innovation 2005. Econometric models are developed and tested, specifically logistic regression analyses, in order to probe the relationship between select forms of embodied and disembodied knowledge and levels of innovation intensity. Differences between single establishment Canadian firms, multi-establishment Canadian firms, Canada-USA multi-establishment firms and establishments belonging to multinational firms are studied in terms of the relationship between innovation and sources of knowledge. Findings indicate that establishment innovative performance is related to knowledge sourcing strategies and furthermore that organization ownership/structure impacts significantly upon this relationship.

Chapas R, Brandt V, Kulis L, Crawford K (2010) Sustainability in R&D. Research-Technology Management 53:60-63

Chen YM, Lin FJ (2010) The Persistence of Superior Performance at Industry and Firm Levels: Evidence from the IT Industry in Taiwan. Industry and Innovation 17:469-486 The industrial organization economics and the resource-based view of the firm have led to disagreements over the question as to which of firm performance at the industry and firm levels has persisted longer since the 1970s. Acknowledging that the IT industry in Taiwan has become very competitive and has demonstrated outstanding performance in the world since the 1990s, this study calculates the persistence in the incremental components of the effects on profitability, and tests hypotheses that conform to the above mainstream views of relative rates of persistence. A persistence partitioning model is fitted to a new data set, and the results show that the incremental effects of firms on profitability persist longer than the incremental effects of industry. In other words, the long-term competitive advantages of IT firms in Taiwan are more predictable and sustainable in regards to firm factors than for industry influences. These findings support the predictions of the resource-based view of the firm, and provide some implications for corporate strategy.

Cheng CF, Lai MK, Wu WY (2010) Exploring the impact of innovation strategy on R&D employees' job satisfaction: A mathematical model and empirical research. Technovation 30:459-470 This study develops

a mathematical model to examine the effect of innovation strategy on R&D employee's job satisfaction and to identify the optimal guidelines of innovation strategy, with conflict and organization performance being treated as the intermediary variables. The study further conducts an empirical survey to illustrate the contributions of this mathematical model. The results indicate that the product innovation has a greater influence on organizational performance, while the process innovation has a greater influence on conflict resolution among R&D employees. The mathematical and empirical results have provided an optimal guideline for determining the allocation of resources, which suggests that firms must focus on product innovation to gain the optimal R&D employee's job satisfaction. In addition, the types of innovation policies along with rivals' attitudes influence the advantages to be taken from a firm innovation strategy.

Chester A (2010) Q: How do you establish dual career ladders? Research-Technology Management 53:63-64

Chiang YH, Hung KP (2010) Exploring open search strategies and perceived innovation performance from the perspective of inter-organizational knowledge flows. R & D Management 40:292-299 Based on theories of inter-organizational knowledge flows and organizational learning, we argue that intensively accessing knowledge from a limited number of external channels, i.e., open search depth, can facilitate the innovating company's incremental innovation performance. We also argue that accessing knowledge from a broad range of external channels, i.e., open search breadth, can enhance the innovating firm's radical innovation performance. Using hierarchical regressions to analyze survey data collected from 184 Taiwanese electronic product manufacturers, we found that open search depth is positively related to the innovating firm's incremental innovation performance, and that open search breadth is positively related to radical innovation performance. As our results differ from those of previous studies, we provide a possible explanation for the discrepancy. Examining the effect of open search strategy from a theoretical angle not yet explored before, our findings can contribute to both scholarly and practitioner knowledge of open innovation.

Chiaroni D, Chiesa V, Frattini F (2010) Unravelling the process from Closed to Open Innovation: evidence from mature, asset-intensive industries. R & D Management 40:222-245 Open Innovation has been one of the most-debated topics in management research in the last decade. Although our understanding of this management paradigm has significantly improved over the last few years, a number of important questions are still unanswered. In particular, an issue that deserves further attention is the anatomy of the organizational change process through which a firm evolves from being a Closed to an Open Innovator. The paper represents a first step in overcoming this limitation. In particular, adopting a longitudinal, firm-level perspective, it addresses the following question: which changes in a firm's organizational structures and management systems does the shift from Closed to Open Innovation entail? In answering this question, the paper uses established concepts in organizational change research to look into a rich empirical basis that documents the adoption of Open Innovation by four Italian firms operating in mature, asset-intensive industries. The results show that the journey from Closed to Open Innovation involves four main dimensions of the firm's organization, i.e. inter-organizational networks, organizational structures, evaluation processes and knowledge management systems, along which change could be managed and stimulated.

Chowdhry U (2010) Technology Leadership in Turbulent Times. Research-Technology Management 53:29-34 The fourth quarter of 2008 saw the start of the worst global recession since the 1930s. Yet, after dealing with the initial shock, companies went to work to prepare for the inevitable recovery. Senior leaders began wondering how the competitive landscape of their markets would change, and which actions would best prepare their organizations to compete in a new and changing world. Leaders of research and technology play an essential role in creating pathways out of the recession by helping their corporations make the right choices, driving corporations to bring clarity to their strategy and options for future growth, and fighting for the right balance of short-term needs with long-term priorities even when near-term cash is king!

Christensen JL, Dahl M, Eliasen S, Nielsen R, Ostergaard CR (2010) Patterns and Collaborators of Innovation in the Primary Sector: A Study of the Danish Agriculture, Forestry and Fishery Industry. Industry and Innovation 18:203-225 Based upon a large-scale survey and case studies of innovation we

explore patterns of innovation activities in the Danish agricultural, forestry and fishery industries. Our primary focus areas are the sources and capabilities of innovation. We demonstrate that despite the fact that this industry is often regarded as low-tech there are still substantial innovation activities going on. Around 23 per cent of the 640 firms surveyed had product and/or process innovation, 24 per cent had other types of innovation. A total of 46 per cent had some type of innovation. Firms delivering directly to end-users were more likely to be innovative than those delivering to the processing or wholesale links of the value chain. Many of the innovative firms had no collaboration on innovation, and respondents generally claim that stimuli for innovation were primarily internal. We also demonstrate that the industry has a very well developed extended knowledge base, which is a vital source of information and knowledge for innovation. This may explain why traditional survey instruments do not fully capture the external sources of innovation.

Christiansen JK, Varnes CJ, Gasparin M, Storm-Nielsen D, Vinther EJ (2010) Living Twice: How a Product Goes through Multiple Life Cycles. Journal of Product Innovation Management 27:797-827 Product value and life are usually expected to follow the product life cycle (PLC), wherein products are expected to move from an investment toward a profitable mature peak that ends when the product is phased out. This study illustrates the sales volume of Arne Jacobsen's Egg chair over a 50-year period, shifting from low to high volume to extremely low to high again. This study introduces a theoretical perspective in which value creation is described as a process of valuing, in which an assumption is made that the value of a product is relational and that relationships between products and consumers are created, broken, and recreated. This makes it possible to understand how timeless products can be achieved. Based on a coconstructivistic view of value creation, the life of the Egg chair demonstrates how value is cocreated as different associations, relationships, and conflicts are attached, detached, and reattached to the product through processes of qualifications and requalifications. Value is context dependent, emerging, and performative. By providing vital clues about what makes some products timeless, the study of the Egg provides implications for companies and managers. The strength of the Egg is its ability to be simultaneously flexible and stable. At its core is the design of a mastermind, yet it can adapt to today's changes and tastes. Through its ability to transform and connect in new ways, keeping its core, it becomes strong. The implications for product development are, among other things, that the PLC curve should not guide actions or reactions. Instead, it is necessary to understand, identify, or define the core design and values of products and the way products of the past can be adapted, negotiated, and transformed to stay attractive and to involve modern customers. It is essential to understand how product framing and framing devices work as management technologies in processes that involve the creation of long-lasting product icons.

Clausing D, Holmes M (2010) Technology Readiness. Research-Technology Management 53:52-59 dFinance and technology meet at the crossroads of technology readiness. A disciplined method for assessing technology readiness assures that new products will integrate smoothly with downstream design and manufacturing processes and pet:fin-in as expected in the user's environment. In the absence of a technology readiness assessment, unstable performance will disrupt later stages in the development process or worse yet, appear once the product is in the hands of the customer A structured technology readiness method like the one described here includes a development process that improves the stability of the technology until its performance meets predetermined criteria and an assessment component that measures the degree of technology readiness and the risk involved in proceeding to development. Such a technology readiness method can transform a technology stream into a reliable stream of profit.

Coccia M (2010) Evaluation and Performance Measurement of Research and Development: Techniques and Perspectives for Multi-Level Analysis. R & D Management 40:513-514

Cohendet P, Grandadam D, Simon L (2010) The Anatomy of the Creative City. Industry and Innovation 17:91-111 The aim of this contribution is to depict and analyze the dynamics of situated creativity by presenting an anatomy of the creative city and an understanding of the emergence and formation of creative processes in these particular local ecologies of knowledge. We propose to study the anatomy of the creative city by defining three different layers-the upperground, the middleground and the underground-as the basic components of the creative processes in local innovative milieus. Each one of these layers intervenes with specific characteristics in the creative process, and enables new knowledge to transit from an informal

micro-level to a formal macro-level. In order to illustrate this point of view, the creative city of Montreal is analyzed through two main case studies: Ubisoft and the Cirque du Soleil.

Collins L (2010) Green Communications Consortia Demonstrate Increasing Importance of Open Innovation. Research-Technology Management 53:3-5

Collins L (2010) Recession Pushing Innovation in New Directions. Research-Technology Management 53:4-6

Cooper RG, Edgett SJ (2010) Developing a Product Innovation and Technology Strategy for Your Business. Research-Technology Management 53:33-40 OVERVIEW: Many companies lack a clearly articulated and well-communicated product innovation and technology strategy Such a strategy is essential and is strongly linked to positive performance in product innovation. A framework for developing a product innovation strategy is presented, and the various steps of strategy development are described, from best-practice ways to define innovation goals and objectives through to the selection of strategic arenas and the development of the strategic map. Defining attack plans and entry strategies are also described. Finally methods for resource allocation and deployment using strategic buckets and strategic roadmaps are outlined.

Cosner RR (2010) Industrial Research Institute's R&D Trends Forecast for 2010. Research-Technology Management 53:14-22

Cromer C (2010) Understanding Web 2.0's influences on public e-services: A protection motivation perspective. Innovation-Management Policy & Practice 12:192-205 Web 2.0 offers both technology and an environment that facilitates transparency and communication for users and stakeholders. With this opportunity, public sector e-services are given tools to engage their own employees in an atmosphere that not only fosters new ideas, but provides a framework for managing prototypes and pilot projects that encourage experimentation. In addition, this environment encourages collaboration and breaking down walls of information asymmetries between various stakeholders. Public sector e-services has a legacy of a risk adverse environment where many times the focus is on the politically charged short-term delivery of goals and results, lacking a long-term strategy of managing the risk and renewal cycle around service innovation. The promises and potential that Web 2.0 technologies may provide still have to deal with fragile systems that are currently in place in public sector e-services. Government regulators, consumer advocacy groups, and e-services need to understand how Internet innovation affects the end user/consumer directly. The central premise being that these groups are modeling consumer trends and may be making decisions on false or fabricated information, even suggesting this could lead to inhibiting overall Internet innovation.

Dahan E, Soukhoroukova A, Spann M (2010) New Product Development 2.0: Preference Markets - How Scalable Securities Markets Identify Winning Product Concepts and Attributes. Journal of Product Innovation Management 27:937-954 Preference markets address the need for scalable, fast, and engaging market research in new product development. The Web 2.0 paradigm, in which users contribute numerous ideas that may lead to new products, requires new methods of screening those ideas for their marketability, and preference markets offer just such a mechanism. For faster new product development decisions, a flexible prioritization methodology is implemented for product features and concepts, one that scales up in the number of testable alternatives, limited only by the number of participants. New product preferences for concepts, attributes, and attribute levels are measured by trading stocks whose prices are based upon share of choice of new products and features. A conceptual model of scalable preference markets is developed and tested experimentally. Benefits of the methodology are found to include speed (less than one hour per trading experiment), scalability (question capacity grows linearly in the number of traders), flexibility (features and concepts can be tested simultaneously), and respondent enthusiasm for the method.

Dangelico RM, Garavelli AC, Petruzzelli AM (2010) A system dynamics model to analyze technology districts' evolution in a knowledge-based perspective. Technovation 30:142-153 The current economic scenario is more and more characterised by knowledge as a key element to enhance and foster firms and regions innovation and competitiveness, such as in the case of technology districts. In fact, they represent typical economic systems constituted by economic actors whose success and survival depend on their

capability to create new knowledge and, then, innovation. Proximity dimensions (such as geographical, cognitive, and organizational) have been recognized as an important means to increase knowledge creation and diffusion among districts' actors. In this paper, the complex dynamics generated by knowledge, proximity, and firms agglomeration process inside a technology district are described and formalized adopting a system dynamics model. The model analyses the district evolution according to a knowledge-based perspective ceteris paribus, i.e. given other dimensions such as institutional, economical, and social issues. For each model variable, suitable proxies, mainly based on the notion of patents, are identified. Finally, simulations are provided in order to show how different values of organizational and cognitive proximities can affect the knowledge sharing and the agglomeration process of an actual high-technology district, represented by the aerospace district of Seattle, Results show that as cognitive and organizational proximities increase, district actors can fully exploit the benefits of agglomeration, in terms of knowledge sharing and creation, so favouring the district growth and development.

de Brentani U, Kleinschmidt EJ, Salomo S (2010) Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm. Journal of Product Innovation Management 27:143-160 Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD-specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies-global presence and global product harmonization-were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs.

De Luca LM, Verona G, Vicari S (2010) Market Orientation and R&D Effectiveness in High-Technology Firms: An Empirical Investigation in the Biotechnology Industry*. Journal of Product Innovation Management 27:299-320 There seems to be lack of consensus among informed scholars about the importance a of market orientation for high-technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high-technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in-depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow-up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high-technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and

competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable-R&D effectiveness-which offers a better perspective to understand the impact of market orientation on innovation performance in high-technology contexts. Second, while part of the current debate on the role of market orientation in high-tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research.

de Visser M, de Weerd-Nederhof P, Faems D, Song M, van Looy B, Visscher K (2010) Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance. Technovation 30:291-299 Based on a survey study of 155 U.S. firms, we conducted a firm-level assessment of the impact of different kinds of structures (i.e., functional versus cross-functional) in different kinds of new product development (NPD) processes (i.e., incremental versus radical) on different kinds of firm innovation performance (i.e., derivative versus breakthrough). We observe that most firms opt for similar structures for their incremental and radical NPD processes. At the same time, though, we find strong evidence that (1) firms that apply a cross-functional structure for the radical NPD process perform significantly better in terms of breakthrough innovation performance than firms that apply a functional structure for the radical NPD process and (2) firms that apply a functional structure for the incremental NPD process perform significantly better in terms of derivative innovation performance than firms that apply a cross-functional structure for the incremental NPD process. These latter findings point to the relevance of adopting structural ambidexterity, where firms make an explicit distinction between incremental and radical NPD processes and organize them in a different way.

Debruyne M, Frambach RT, Moenaert R (2010) Using the Weapons You Have: The Role of Resources and Competitor Orientation as Enablers and Inhibitors of Competitive Reaction to New Products. Journal of Product Innovation Management 27:161-178 It is a well-accepted notion that to respond to competitive attacks firms need the necessary resources to do so. However, the presence of resources may not be a sufficient condition to enhance competitive responsiveness. Following a managerial decision-making approach, the present paper investigates how the availability of resources affects decision makers' assessment of a competitor's new product and their subsequent reaction to it. This study posits that competitive reaction follows from a decision maker's assessment of a competitive action. This assessment contains a motivation dimension and an ability dimension. The effect of three types of resources-financial, marketing, and technological-are examined. A quasi-experiment with the Markstrat business game as an empirical setting provided 339 questionnaires containing information on 29 different new product introductions. The motivation and ability dimensions are confirmed as important antecedents explaining reaction behavior. The results show that resources possess a dual, and opposing, role in influencing competitive reaction to new products. On the one hand, resources enhance decision makers' belief that they are able to react effectively to competitive attacks, but the presence of resources also makes them less motivated to react. The paper introduces two explanations for this: the liability-of-wealth hypothesis and the strong-competitor hypothesis. The addition of competitor orientation as a moderator allows us to discern between the two competing rationales for the existence of a negative effect of resources on the expected likelihood of success of a competitive new product introduction, supporting the liability-of-wealth hypothesis. The paper demonstrates the key role of competitor orientation and formulates implications from that.

Decker R, Gnibba-Yukawa K (2010) Sales Forecasting in High-Technology Markets: A Utility-Based Approach. Journal of Product Innovation Management 27:115-129 Accurate sales projections are of vital importance to the profitability and long-term survival of high-tech companies. This is especially true in the growth stage of product innovation, because major investments and marketing decisions are made in this phase. By examining recent empirical studies focusing on consumer behavior in high-technology markets,

several factors are identified that can affect individual buying decisions and aggregate sales, namely, interpersonal communication, democratization of innovation, direct and indirect network effects, forward-looking behavior, and consumer heterogeneity. Against this background the diffusion-modeling and the utility-based approach are reviewed in terms of their basic conception and their applicability to the markets concerned. Based on this investigation a sales forecasting model for high-tech products, specifically in the growth stage, is developed. The model has a utility-theoretic background and a logistic structure. Since data are scarce in this early stage of the product life cycle two versions of the new approach are discussed, an extended version considering forward-looking behavior and a more parsimonious ("myopic'') one. The performance of the new model is demonstrated using real sales data on the CD player, the DVD player/recorder, and the digital camera market. The empirical comparisons include alternative specifications of the Bass diffusion model as well as a proportional hazard model and consist of two steps. First, the models are checked as to whether they are able to represent the sales data at all. It is shown that both versions of the proposed model are at least equivalent, if not superior, to the models used as benchmarks in terms of fit. In the next step, the models are applied to predict future sales in the three markets. The resulting forecasts show that the proposed model performs significantly better than its benchmarks. Its parsimony enables reliable predictions, even in cases, where only short time series are available for parameter estimation. The model is able to anticipate decreasing diffusion rates as they occur at the end of the growth stage and, thus, helps to avoid overoptimistic sales forecasts, which may cause severe economic damages. The new approach is easy to calibrate and can be applied without specialized econometric expertise.

Deevi SC (2010) The Jazz Process: Collaboration, Innovation, and Agility. Research-Technology Management 53:69-70

Deevi SC (2010) Merge Ahead: Mastering the Five Enduring Trends of Artful M&A. Research-Technology Management 53:70-71

Delerue H, Lejeune A (2010) Job mobility restriction mechanisms and appropriability in organizations: The mediating role of secrecy and lead time. Technovation 30:359-366 This paper addresses the following question: does mobility restriction enhance the appropriability of R&D investments? And if so, how does this occur? We propose that mobility restriction mechanisms affect appropriability through their impact on secrecy and lead time. We test mediation hypotheses in a sample of biotechnology firms and discuss the implications for intellectual property protection strategies and human resource management.

Dell'Era C (2010) Art for Business: Creating Competitive Advantage through Cultural Projects. Industry and Innovation 17:71-89 Today, more than ever, products determine their own market presence through the meanings that they assume and the symbolic value that they exude. For this reason, an increasing number of companies are trying to enrich brands and products with new cultural values and messages. The cultural aspects of products and brands are so relevant that lately several companies and organizations have aimed to link art and business to improve both society and corporate performance. If in the 1990s keystone contributions from Pine and Gilmore (The Experience Economy-Work is Theatre & Every Business a Stage, Boston, MA: Harvard Business School Press, 1999), Schmitt (Experiential Marketing-How to Get Customers to Sense, Feel, Think, Act and Relate, New York: The Free Press, 1999), and Schmitt and Simonson (Marketing Aesthetics-The Strategic Management of Brands, Identity, and Image, New York: The Free Press, 1997) provided interesting and stimulating managerial visions, recent phenomena seem to show the necessity of providing something more than an experience. Gilmore and Pine (Authenticity: What Consumers Really Want, Boston, MA: Harvard Business School Press, 2007) describe the concept of authenticity as the new business imperative; Holt (How Brands become Icons, Boston, MA: Harvard Business School Press, 2004) demonstrates the success of some iconic brands with particular cultural connections. Focusing on two Italian companies (Diesel and illycaffe) that do not operate in the cultural industries but can be considered cultural producers, the paper analyzes several cultural projects, explaining their potential contribution to the competitive advantage. Collaboration with artists allows these firms to intercept and to interpret emerging cultural phenomena and consequently to anticipate the trends of the future. Cultural projects represent a sort of distributed research project that allows the co-production of future scenarios in collaboration with several categories of actors, such as famous artists, young talents and

consumers. The co-development of cultural projects with external actors allows firms to reinforce connections and build communities of people who share similar visions and values.

Dell'Era C, Marchesi A, Verganti R (2010) Mastering Technologies in Design-Driven Innovation. Research-Technology Management 53:12-23 OVERVIEW: Only a few companies have mastered the design-driven approach to innovation. This paper examines what it means to make design a central part of the business process, able to add value to products and create new markets. More specifically, it focuses on the interplay between the functional and semantic dimensions of a product. Case studies of two leading Italian companies in the furniture industry-Kartell and Luceplan-illustrate two principal interpretations of the role of technology in radical design-driven innovation: technology as an enabler of new product meanings for the customer, and the importance of supply networks that allow manufacturers to change product technologies quickly and experiment with new technologies.

Delre SA, Jager W, Bijmolt THA, Janssen MA (2010) Will It Spread or Not? The Effects of Social Influences and Network Topology on Innovation Diffusion. Journal of Product Innovation Management 27:267-282 Innovation diffusion theory suggests that consumers differ concerning the number of contacts they have and the degree and the direction to which social influences determine their choice to adopt. To test the impacts of these factors on innovation diffusion, in particular the occurrence of hits and flops, a new agent-based model for innovation diffusion is introduced. This model departs from existing percolation models by using more realistic agents (both individual preferences and social influence) and more realistic networks (scale free with cost constraints). Furthermore, it allows consumers to weight the links they have, and it allows links to be directional. In this way this agent-based model tests the effect of VIPs who can have a relatively large impact on many consumers. Results indicate that markets with high social influence are more uncertain concerning the final success of the innovation and that it is more difficult for the innovation to take off. As consumers affect each other to adopt or not at the beginning of the diffusion, the new product has more difficulties to reach the critical mass that is necessary for the product to take off. In addition, results of the simulation experiments show under which conditions highly connected agents (VIPs) determine the final diffusion of the innovation. Although hubs are present in almost any network of consumers, their roles and their effects in different markets can be very different. Using a scale-free network with a cut-off parameter for the maximum number of connections a hub can have, the simulation results show that when hubs have limits to the maximum number of connections the innovation diffusion is severely hampered, and it becomes much more uncertain. However, it is found that the effect of VIPs on the diffusion curve is often overestimated. In fact when the influence of VIPs on the decision making of the consumers is strengthened compared with the influence of normal friends, the diffusion of the innovation is not substantially facilitated. It can be concluded that the importance of VIPs resides in their capacity to inform many consumers and not in a stronger persuasive power.

Dewald U, Truffer B (2010) Market Formation in Technological Innovation SystemsDiffusion of Photovoltaic Applications in Germany. Industry and Innovation 18:285-300 The technological innovation systems (TIS) literature has focused strongly on actors, networks and institutions in early development phases of specific technologies. Structures and processes concerned with setting up and developing end-user markets have gained much less attention. Especially in maturing innovation systems, such market-related structures play a decisive role for the long-term success of innovations. The present paper proposes a conceptual framework for analyzing TIS substructures oriented at specific end-user markets. We apply this framework to the creation and maturation of different market segments for photovoltaic applications in Germany. The paper concludes by outlining implications of a more differentiated conceptualization of market processes for TIS research.

di Benedetto A (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory development?' Technovation 30:557-557

Di Benedetto CA (2010) From the Editor. Journal of Product Innovation Management 27:936-936

Di Benedetto CA (2010) Special Issue from the PDMA and EIASM International Research Conference on New Product Development, Twente, The Netherlands, June 2009. Journal of Product Innovation Management 27:784-784

Di Benedetto CA (2010) Untitled. Journal of Product Innovation Management 27:624-624

Di Benedetto CA (2010) Untitled. Journal of Product Innovation Management 27:142-142

Di Benedetto CA (2010) Special Issue on Branding and New Product Development. Journal of Product Innovation Management 27:2-2

Doh S, Acs ZJ (2010) Innovation and Social Capital: A Cross-Country Investigation. Industry and Innovation 17:241-262 This study explores the impact of social capital on innovation by constructing a more general measure of social capital, which consists of generalized and institutional trust, associational activities and civic norms. We test the hypothesis that social capital has a positive impact on innovation at the national level. After controlling for research and development expenditure and human capital, we find that there is a positive relationship between social capital and innovation. Social capital interacts with entrepreneurship; the strongest relationship is between associated activities and entrepreneurship. This study supports the need to build strong social relationships in today's networked economy.

Donofrio N (2010) Exact Change. Research-Technology Management 53:12-17 In the new economy, the playing field is flatter and faster Success in any field in industry, in education, in politics now requires actively seeking out change and embracing it. Successful leaders in today's world know that change is always coming, so they don't wait for it. They look for it and capitalize on it.

Droge C, Stanko MA, Pollitte WA (2010) Lead Users and Early Adopters on the Web: The Role of New Technology Product Blogs. Journal of Product Innovation Management 27:66-82 Lead users and early adopters are often blogging or reading and commenting on blogs. Blogs, which are characterized by postings, links, and readers' comments, create a virtual "community'' of blogger and readers. Members self-select, and then the community gels around a theme or idea, product, industry, hobby, or any other subject. While community creation is one chief function of blogs, the information-sharing, entertainment, or self-or value-expressive functions are also important. Thus, new product development (NPD) managers can glean a great deal of information about what these audiences are thinking. The significance of blogging to NPD managers also lies in the shift of focus from being separate from to being immersed in these communities. Immersion enhances the potential of close relationships, sharing experiences, and co-creating value with blogging communities through innovation. The focus of the study is on the roles of blogs in new product development, and an exploratory content analysis of new technology product blog postings is described. The goal was to examine what blogs actually say (and don't say) and to classify content based on the core elements of the marketing mix: product (including attributes and service aspects); price (including price comparisons); channel; and promotion. The bulk of the content was in the product category: for example, features (mentioned by 87.14%); overall evaluations (52.86%); performance (28.57%); compatibility (27.14%); ease of use (20%); and style (17.14%). About half discussed price, and about half discussed some channel aspect. The content is analyzed in detail, and implications for NPD mangers are discussed. People voluntarily join new product blogging communities, and if the manager of that product is not "present'' (at least as an observer of this "straw poll'') an entire new product marketing agenda can be set by the community. Implicitly or explicitly, blogs can position the value proposition of the product in a prime target audience's mind. Such positioning could be advantageous or catastrophic as far as the NPD manager is concerned.

du Chatenier E, Verstegen J, Biemans HJA, Mulder M, Omta O (2010) Identification of competencies for professionals in open innovation teams. R & D Management 40:271-280 In the open innovation management literature, it is widely acknowledged that individuals play a crucial role in collaborative knowledge creation processes. However, the literature tends not to explore the human side of open innovation teams. The present article therefore examines the competencies that professionals need for working in open innovation teams (specific but not necessarily unique to open innovation) and to cope with

the challenges they face. A qualitative study consisting of explorative interviews and focus group discussions was conducted, resulting in a competence profile for open innovation professionals. The profile adds a new perspective to the field of open innovation management by focusing on how individuals involved in open innovation teams can enhance open innovation success. It reveals, among other things, how professionals can generate new knowledge, build trust, and deal with low reciprocal commitment in open innovation teams. Especially, brokering solutions and being socially competent seem to be important for open innovation professionals. Companies should focus on these competencies when supporting their professionals in open innovation teams.

Durisin B, Calabretta G, Parmeggiani V (2010) The Intellectual Structure of Product Innovation Research: A Bibliometric Study of the Journal of Product Innovation Management, 1984-2004. Journal of Product Innovation Management 27:437-451 Product innovation research has matured substantially in the last two decades. A great deal of knowledge has been produced on various aspects of the discipline, so it is of interest to assess the state of the art the scientific community has reached in this discipline and the route it has taken. This perspective is investigated through a bibliometric study of the Journal of Product Innovation Management (JPIM), arguably the most important specialized journal on this topic. The work reviews all journal paper contributions in JPIM from 1984 to 2004 in determined time frames, assesses the citations contained in these papers, identifies how the citations are related to the various topics of production innovation research (topic-related citation variety, topic-related citation consistency, variation in topic-related citation pattern), and offers a retrospective examination of the evolution of the field. The overall analysis of citations shows that most papers in JPIM cite at least one of the top 50 works identified by this study. This testifies to the strong impact of the most influential works on the intellectual structure of product innovation research. The observed citation pattern suggests that the top 50 papers gained influence in product innovation research either because they represent a relevant contribution on a fundamental topic that already has been authoritatively studied or because they investigate in a relevant manner a new topic. The paper suggests that JPIM might benefit in its aim to consolidate its position as one of the top academic business journals if published papers increasingly drew on the most influential works to inform their research design and explicitly stated the theoretical underpinnings they draw on in their research design. Overall, the analysis of the subperiods (1984-1988, 1989-1993, 1994-1998, and 1999-2004) provides evidence for the maturation of new product innovation research. Books covering a wide range of topics are replaced by journal papers addressing a specific topic; over time, specific topics emerge and become influential for the discipline's intellectual structure; papers published in JPIM augment their methodological rigor and increasingly address contingency factors. The paper also notes that obtaining relevance for JPIM authors constitutes a necessary condition for being considered by management researchers at large as an influential contribution to product innovation research.

Eager A (2010) Designing a Best-in-Class Innovation Scorecard. Research-Technology Management 53:11-13

Emery B (2010) Innovation in Commercial Aircraft: the 787 Dreamliner Cabin. Research-Technology Management 53:24-29 The Boeing 787 Dreamliner is revolutionizing the passenger travel experience with radical innovations in the airplane interior These innovations are the direct result of an unprecedented focus on airplane passengers during the design research phase, rather than relying mainly on information and guidance from airlines. Blake Emery describes the unprecedented passenger research that led to the development of the innovative interior, explains the findings from this research, and highlights some of the key innovations in the 787 passenger cabin. The article concludes with a discussion of lessons learned and important reminders for those engaged in the process of innovation.

Enkel E, Gassmann O (2010) Creative imitation: exploring the case of cross-industry innovation. R & D Management 40:256-270 In cross-industry innovation, already existing solutions from other industries are creatively imitated and retranslated to meet the needs of the company's current market or products. Such solutions can be technologies, patents, specific knowledge, capabilities, business processes, general principles, or whole business models. Innovations systematically created in a cross-industry context are a new phenomenon for theory and practice in respect of an open innovation approach. While the cognitive distance between the acquired knowledge and the problem to be solved was regarded as a counterproductive

factor in older research, recent theory regards it as positively related to innovation performance. Following the latest theory, we examine 25 cross-industry cases to ascertain cognitive distance's influence on innovation performance. Our study reveals that there is no direct correlation between a higher or a closer distance and a more explorative or exploitative outcome.

Euchner JA (2010) 2010 Iri Cto Forum. Research-Technology Management 53:64-65

Euchner JA (2010) R&D in Transition. Research-Technology Management 53:9-10

Euchner JA (2010) The Limits of Crowds. Research-Technology Management 53:7-8

Euchner JA (2010) Two Flavors of Open Innovation. Research-Technology Management 53:7-8

Euchner JA (2010) Managing Strategy and Innovation. Research-Technology Management 53:7-7

Euchner JA (2010) Managing Design and Technology. Research-Technology Management 53:11-11

Euchner JA (2010) Managing in Turbulent Times. Research-Technology Management 53:9-10

Faems D, de Visser M, Andries P, Van Looy B (2010) Technology Alliance Portfolios and Financial Performance: Value-Enhancing and Cost-Increasing Effects of Open Innovation. Journal of Product Innovation Management 27:785-796 Firms increasingly adopt an open innovation model in which they rely on technology alliances to complement and supplement their internal innovation efforts. Although previous studies provide in-depth insight into the impact of technology alliances on the innovation performance, they remain relatively silent on how technology alliances eventually influence the financial performance of the firm. The purpose of this paper is to develop and test a conceptual framework that disentangles both the value-enhancing and cost-increasing effects of technology alliances on financial performance. The model was tested with a sample of 305 Belgian manufacturing firms. Combining data from the Belgian Community Information Survey (CIS IV) database and the BELFIRST database, structural equation analyses were conducted on the connection among technology alliance portfolio diversity, product innovation performance, and financial performance. This study's data provide empirical confirmation for the assumption of existing research that technology alliance portfolio diversity has an indirect positive impact on financial performance via increased product innovation performance. However, a direct cost-increasing effect of technology alliance portfolio diversity on financial performance is observed. Moreover, the structural equation analyses suggest that, in the short-term, the direct cost-increasing effect of technology alliance portfolio diversity exceeds the indirect value-generating effect of technology alliances. These findings contribute to the current research on open innovation in two important ways. First, these results support the open innovation model by illuminating the interconnectedness between internal and external innovation strategies. In particular, technology alliance portfolio diversity has a positive impact on internal innovation efforts, which increases product innovation performance. Second, the findings complement the focus of existing open innovation research on the value-generating properties of technology alliances, directing attention to the cost-increasing effects of such collaborative strategies. On a managerial level, these findings suggest that, when making technology alliance decisions, managers not only should consider the potential benefits of such collaborative strategies but also should take into account the additional costs of intensifying the technology alliance portfolio.

Fernandez P, Del Rio ML, Varela J, Bande B (2010) Relationships among functional units and new product performance: The moderating effect of technological turbulence. Technovation 30:310-321 Though there has been plenty of research into new product success factors, only a few studies have tried to analyse whether these factors are important in different settings. In this study, we propose and test a model that links physical proximity among functional units, presence of product champions, cross-functional harmony, and new product program performance. The moderating effects of perceived technological turbulence on relationships between new product performance and its antecedents are also tested. Our results, obtained from 151 managers working for Spanish firms with a R&D department, confirm the different impact of

these factors on the three measures of performance considered and also on two groups of organizations, the ones that perceive high technological turbulence and the ones that perceive low technological turbulence.

Ferru M (2010) Formation Process and Geography of Science-Industry Partnerships: The Case of the University of Poitiers. Industry and Innovation 17:531-549 This paper tries to elicit new explanations into the geography of collaborations between science and industry by focusing on how they are initially set up. Two determining factors could influence this: constraints linked to the search for complementary resources and possibilities to connect with partners. An empirical study on collaborations established by several laboratories of the University of Poitiers with companies confirms this hypothesis. Searching for specific resources means fewer potential partners are available and explains the small number of local collaborations and the high number of partnerships with certain regions. However, these constraints alone do not suffice to determine the spatial scale of such collaborations. Analysing how connections are established particularly reveals that partners generally prefer to renew collaborations rather than initiate new ones. This leads to the existing geography of partnerships being reinforced.

Fevolden AM, Gronning T (2010) Combining Innovation and Capacity Utilization in High Throughput Systems: Moving Beyond the Product Life Cycle Model by Introducing Second-Order Innovations. Industry and Innovation 17:609-628 The literature on the product life cycle and on high throughput systems has been preoccupied with studying an apparent lack of flexibility in capital-intensive production systems. Companies in capital-intensive industries need to maintain a high level of capacity utilization in order to stay economically viable, however, their efforts to uphold the throughput of their systems often have the unforeseen and unintended consequence of limiting their ability to introduce new products and services. Nevertheless, some companies have managed to resolve these tensions by introducing what we describe as osecond-order innovationso, a type of innovation which acts on the innovation process itself and enables new products and services to be introduced without a steep decline in capacity utilization. By focusing on these cases and discussing their theoretical implications, we want to contribute to the existing literature on high throughput systems by identifying key mechanisms for introducing and maintaining such second-order innovations and describing the patterns of industrial evolution that they create.

Figueiredo P (2010) Innovation Tournaments: Creating and Selecting Exceptional Opportunities. Journal of Product Innovation Management 27:620-622

Fiori J, Sand D (2010) Questions and Answers from Iri's Members. Research-Technology Management 53:66-66

Foden J, Berends H (2010) Technology Management at Rolls-Royce. Research-Technology Management 53:33-42 OVERVIEW: Technology management tools, such as technology roadmapping, have received significant attention in Rolls-Royce and other manufacturing organizations. Yet, these tools have often been treated and used in isolation. Organizations that consider implementing such practices should employ an integrated framework to ensure timely technology investment decisions and capability development. To achieve integration, organizations need to consider the ownership, data and timing of each of the tools across the different framework stages and the technology life cycle. This will maximize the effectiveness of technology management practices so that they truly add value.

Ford S, Garnsey E, Probert D (2010) Evolving corporate entrepreneurship strategy: technology incubation at Philips. R & D Management 40:81-90 Established firms tend to pursue incremental innovation by modifying and refining their existing products and processes rather than developing radical innovations. In the face of resistance to change and incumbent inertia, which prevent the generation of novelty, established firms have turned towards corporate entrepreneurship as a means of exploiting knowledge accumulated within its own boundaries and exploring external markets. This paper focuses on one mode of corporate entrepreneurship, corporate incubation, informed by a study of a Technology Incubator at Philips. An account of the history of the incubator traces its progress from its inception in 2002-2006 when further incubators were formed, building on this experience and focusing on lifestyle and healthcare technologies. We identify ways in which the Philips incubator represents an alternative selection environment that effectively simulated the venture capitalist model of entrepreneurial innovation.

Foster J (2010) Productivity, creative destruction and innovation policy: Some implications from the Australian experience. Innovation-Management Policy & Practice 12:355-368 It is argued that a Schumpeterian evolutionary economic perspective offers a better understanding of the determinants of economic growth and its tendency to fluctuate. Consistent with Schumpeter's view, entrepreneurship is identified as the key driver of economic growth. But in complex, ever changing economic systems, entrepreneurs cannot optimise in manner presumed in conventional economics because of the uncertainty that they face. Thus, they are, necessarily, involved in a process of 'creative destruction' where failing entrepreneurs are just as important as successful ones. The recent global crisis is viewed within the 'long wave' perspective that Schumpeter adopted in relation to entrepreneurially-driven growth. Six key elements are viewed as necessary for an economy to escape from a long wave recession and a range of policy priorities are identified that can promote the necessary entrepreneurship and innovation. This discussion is set in the context of developments in Australian innovation policy since 2007.

Franke N, Schreier M (2010) Why Customers Value Self-Designed Products: The Importance of Process Effort and Enjoyment. Journal of Product Innovation Management 27:1020-1031 This study analyzes which factors prompt customers to attribute value to products they design themselves using mass-customization (MC) toolkits. The assumption that self-design delivers superior customer value is fundamental to the concept of MC toolkits and can be found in almost any conceptual work in this field. However, spectacular failures reinforce the practical relevance of developing a deeper understanding of why and when MC toolkits generate value for customers-and when they do not. Research to date has assumed that the closer fit between the self-designed product's characteristics and the preferences of the customer is the dominant source of value. In this research, it is asked whether the enjoyment and perceived effort of the self-design process have an additional impact on the perceived value of self-designed products. This question is interesting because one could argue that a rational actor would hardly be willing to pay ex post for an economic good already consumed. The hypotheses are tested on 186 participants designing their own scarves with an MC toolkit. After completing the process, they submitted binding bids for "their" products in Vickrey auctions. Therefore, real buying behavior, not merely stated intentions, is observed. The present study finds that the subjective value of a self-designed product (i.e., one's bid in the course of the auction) is indeed impacted not only by the preference fit the customer expects it to deliver but also by (1) the process enjoyment the customer reports, (2) the interaction of preference fit and process enjoyment, and (3) the interaction of preference fit and perceived process effort. In addition to its main effect, preference fit can be interpreted as a moderator of the value-generating effect of process evaluation: in cases where the outcome of the process is perceived as positive (high preference fit), the customer also interprets process effort as a positive accomplishment, and this positive effect adds (further) value to the product. It appears that the perception of the self-design process as a good or bad experience is partly constructed on the basis of the outcome of the process. In the opposite case (low preference fit), effort creates a negative effect that further reduces the subjective value of the product. Likewise, process enjoyment is amplified by preference fit, although enjoyment also has a significant main effect, which means that regardless of the outcome, customers attribute higher value to a self-designed product if they enjoy the process. In a way, this effect resembles of the classic story of Tom Sawyer and the fence, in which Tom manages to "frame" the tedious chore of whitewashing a fence as a rare opportunity-thus persuading his friends to pay him for letting them work. Manufacturers designing an MC system therefore are advised to designing MC toolkits in a way that they elicit positive affective reactions that make their customers value their work.

Fu WY, Diez JR (2010) Knowledge Spillover and Technological Upgrading The Case of Guangdong Province, China. Asian Journal of Technology Innovation 18:187-217 This paper aims to analyze the impact of knowledge spillovers through international channels namely foreign direct investment and trade on technological upgrading in Guangdong province China We utilize panel data on Guangdong s 21 municipalities for the period 2000-2008 The results prove that external knowledge spillovers effectively trigger local scale knowledge spillovers in latecomer regions which mainly take place within industries The paper also demonstrates that the impact of external knowledge spillovers is closely related to the investment stock degree of embeddedness and absorptive ability of local firms and thus differs across development phases In the end this paper asserts the need for future studies to explore the microeconomic aspects of firm level technological upgrading

Funk JL (2010) Complexity, Critical Mass and Industry Formation: A Comparison of Selected Industries. Industry and Innovation 17:511-530 This paper uses a typology of industries to summarize and contrast the challenges involved with industry formation and to examine why specific industries were formed in some countries before other ones. The formation of most new industries depends on the introduction of products that provide a superior ovalue propositiono to some set of users where their introduction requires new RD-related capabilities in firms. However, industries whose products require a critical mass of users or complementary products for growth to continue and ones that involve complex systems face additional challenges.

Gallie EP, Roux P (2010) Forms and Determinants of R & D Collaborations: Evidence Based on French Data. Industry and Innovation 17:551-576 The literature on RD collaboration highlights a broad set of rationales for allying with other organizations. At the same time, it has been reported that there exists a large variety of forms of collaboration. Nevertheless, the relation between the motives to collaborate and the different forms of collaboration has not been examined. In this paper, we attempt to fill this gap by highlighting and explaining the heterogeneity in the forms of collaboration as a result of several interdependent simultaneous choices. Using a sample of more than 3,000 RD collaborations, a typology of their characteristics allows us to distinguish five discrete forms of collaboration. Then using a multinomial logit estimation, we show how the forms of collaboration vary according to the firms' attributes (size, RD internal effort, group membership), market and objectives pursued. We also obtain new results on the effects of incoming spillovers as well as appropriability conditions.

Gambarotto F, Cammozzo A (2010) Dreams of silence: Employee voice and innovation in a public sector community of practice. Innovation-Management Policy & Practice 12:166-179 Employee silence plays a crucial role in the evolution of public services because it stops communication, opportunities to modify routines and knowledge sharing. The case study presented in this paper highlights employee silence as outcome of a bottom-up innovation introduced into the University of Padova. Using a questionnaire, we collected information about silence and voice to an ICT community of practice. The results are that silence due to fear of top management is less important than silence due to fear of sharing knowledge and information among colleagues. We conclude by suggesting innovation adoption difficulties in public services not only as a management deficit, but also as a governance problem.

Gassmann O, Enkel E, Chesbrough H (2010) The future of open innovation. R & D Management 40:213-221 Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts, underlying assumptions and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.

Gaughan M, Corley EA (2010) Science faculty at US research universities: The impacts of university research center-affiliation and gender on industrial activities. Technovation 30:215-222 Academics work in increasingly complex institutional environments. Universities become more engaged with commercial activities at the same time that they generate new internal structures to manage research activities. Faculty members are the principal agents through which these interactions develop and mature. How these institutions and industrial arrangements affect faculty career management continues to be investigated in recent work. We use scientific and technical human capital theory to test the hypothesis that university research center-affiliation helps to facilitate valuable industrial involvement by university professors. We are particularly interested in how gender may moderate the effects of university research center-affiliation on industrial activities. We study tenure-track academic scientists and engineers in US research universities to find that affiliation with a university research center increases the industrial involvement of both men and women. We conclude that the development of university research centers has resulted in a new basis of institutional stratification among professors, with affiliates engaging in more industrial activities than their exclusively department-based peers. Although university research center-affiliation advantages both men and women, male university research center-affiliates enjoy a slightly greater advantage than female center-affiliates in their industrial involvement.

Gee S, McMeekin A (2010) Eco-Innovation Systems and Problem Sequences: The Contrasting Cases of US and Brazilian Biofuels. Industry and Innovation 18:301-315 This paper discusses the re-emergence of biofuel innovation systems in the USA and Brazil. We develop a view of eco-innovation systems as emerging and evolving to solve ecological problems. We then consider the role of the State as a core actor in the mobilization of innovation systems and discuss how specific institutional arrangements, political contexts and technological competencies influence how problems are framed. We argue that the way ecological problems are framed and articulated has a significant impact on the direction and momentum of system evolution. Finally, we draw attention to the dynamic and evolving characteristics of eco-innovation systems that result from recurrent re-specifications of the problem in focus, as partial solutions emerge and as the political and economic dimensions are reframed.

Gehringer A (2010) Pecuniary Knowledge Externalities across European Countries - Are there Leading Sectors? Industry and Innovation 18:415-436 This paper investigates empirically the occurrence of pecuniary knowledge externalities at the sector level across European economies. The main results suggest that, although some sectors can be considered as playing a particularly important role as a source of pecuniary knowledge externalities in the majority of examined countries, there exist significant national differences in the occurrence of these effects. Moreover, such external effects influence the dynamics of total factor productivity in downstream sectors and appear as a relevant source of growth in modern economies. As such, the concept of pecuniary knowledge externalities, as opposed to pure knowledge externalities postulated in the new growth theory, provides a new understanding of the growth process.

Germeraad P (2010) Integration of Intellectual Property Strategy with Innovation Strategy. Research-Technology Management 53:10-18 OVERVIEW: One way of assessing the business value of an invention is to consider the patent's role in the company's overall innovation strategy A study of over 100 companies' patent portfolios and practices revealed that the structure of successful patent portfolios is closely connected to particular innovation strategies. Best practices to manage innovation and create intellectual property vary by time-to-prototype and time-to-market; unsurprisingly, practices for managing and leveraging IP vary along the same axes. The matrix of factors created by overlaying IP attributes on innovation strategies can be used by company patent committees and R&D managers to guide decisions about whether, how, and where to protect new technologies.

Gillier T, Piat G, Roussel B, Truchot P (2010) Managing Innovation Fields in a Cross-Industry Exploratory Partnership with C-K Design Theory. Journal of Product Innovation Management 27:883-896 For a few decades now, firms have had to innovate in cooperation with other organizations. According to the literature on co-innovation, a new form of innovation partnership is now emerging: the exploratory partnership. This type of partnership is the most often established in the early stages of the design process and faces high levels of uncertainty and instability. This paper deals with a strategic design tool, OPERA, based on a recent general design theory named C-K theory. That theory models design reasoning by suggesting a fundamental distinction between concepts (propositions about novel objects) and knowledge (propositions about known objects). According to the theory, the interaction and co-evolution of concepts and knowledge is the main engine through which design progresses. The paper proposes to extend that theory to understand and to act in innovation community context. OPERA enables power holders and design teams to drive innovation projects by providing them with an overview of explored and unexplored concepts and of the activation and production of skills and knowledge. This cartographic system was tested by MINATEC IDEAs Laboratory, a Cross-Industry Exploratory Partnership, over a 15-month period. The innovative platform is composed of partners from different sectors (e.g., energy, technology research center, sports, telecommunications) and aims to build innovative projects and to devise new products and services based on micronanotechnologies. Facing such diversities, actors of MINATEC IDEAs Laboratory used OPERA to see how each project is progressing, the contribution of each project to the global exploration process, and the complementarities between the projects. Such representations enable the committee to identify the main value of a project, any knowledge gaps and the synergies between projects. From a collective point of view, OPERA permits to MINATEC IDEAs Laboratory's members to indicate their favorite concepts and knowledge areas and to estimate converging and diverging interests.

Gilsing VA, van Burg E, Romme AGL (2010) Policy principles for the creation and success of corporate and academic spin-offs. Technovation 30:12-23 Following a design science approach, this paper develops a framework of policy design principles for fostering technology entrepreneurship in a region. These principles are grounded in research findings and describe the factors and causal mechanisms that explain the founding and success rates of both corporate and academic spin-offs. We differentiate between principles that serve the creation of spinoffs versus those focusing on their subsequent chances of success. We provide an in-depth empirical application of this framework to spin-off policy in the regions of Eindhoven and Leuven. This application of the framework serves to assess the extent to which standing spin-off policy in both regions is (1) up-to-date, (2) comprehensive as well as (3) sufficiently robust against 'policy fashions'. Several directions for redesigning spin-off policy follow from this assessment.

Glynn MA, Kazanjian R, Drazin R (2010) Fostering Innovation in Complex Product Development Settings: The Role of Team Member Identity and Interteam Interdependence. Journal of Product Innovation Management 27:1082-1095 Much of the existing research on innovation has concentrated on the study of individuals in small group settings. However, projects marked by multiple teams, high task interdependence, long duration, and large scale have become increasingly common in practice. Very little is known about how extant research findings related to innovation may generalize to such complex settings. Taking a multilevel theoretical approach, individuals' propensity to innovate is hypothesized as the product of individuals' relationship with their work team (team member identification) and their team's relationship to other teams within the organizational system (interteam interdependence). A large, diversified manufacturing firm engaged in a multibillion dollar project that involved the development of a technologically intense, highly innovative, new product served as the research site. Based on archival and survey data (n=118), five hypotheses were tested. The findings indicate that individuals' strong team identification and their perceptions of high interteam interdependence each had positive main effects on individuals' intentions to innovate. However, these two variables also interacted negatively to significantly decrease innovation intentions. Therefore, high identification with team may lead individuals to view interdependence with another team as a threat deflecting attention from innovation. The finding related to the role of identity, although consistent with work linking identity to other team behaviors, usefully broadens the reach of identification theories to demonstrate their impact on innovation. Additionally, this study is the first to demonstrate the impact of interteam interdependence on innovation. The alternative operationalizations of interdependence used in this paper highlight the fact that it must be strongly perceived and experienced by individuals to affect their innovation attitudes. The findings of this study also have implications for managerial practice in complex project settings. Since team identification has a direct effect on innovation, managers might employ strategies related to the creation of social bonds to complement task related connections among team members. Further, managers should configure staffing and incentive mechanisms to reinforce team identification. Finally, the results suggest that managers need to carefully attend to individuals' perceptions of each team's interdependence with other teams. Although perceptual interdependence can be an enabler of innovation, it can also be a disabler, through its interaction with team identification. Recognizing this potential for negative effects, managers might emphasize the benefits that can come from cooperating across teams, thus encouraging team members to identify not only at the team level but at the overall project level as well. Such actions might deflect negative identity threats that can derail positive innovation intentions.

Gobble MM (2010) Industry-Defined Fundamental Research: Creating an Agenda for Basic Research. Research-Technology Management 53:55-62 The Industry-Defined Fundamental Research program is designed to bring together industrial and academic researchers to develop basic science in areas important for the success of American industry In September 2009, the National Science Foundation awarded $1.2 million to And a pilot of the program. With those funds, the Industrial Research Institute has identified key areas of concern and solicited white papers in those areas; the white papers outline how further awards could be used to develop basic science around central questions in the fields of coatings and adhesives, materials interfaces, renewable energy. renewable feedstocks, and nanotechnology.

Gobble MM, Blau J (2010) European Telecoms Embrace Collaborative Innovation. Research-Technology Management 53:2-3

Gobble MM, Gwynne P (2010) Google's Experience Raises Doubts About High-Tech Business in China. Research-Technology Management 53:2-3

Gobbo JA, Olsson A (2010) The transformation between exploration and exploitation applied to inventors of packaging innovations. Technovation 30:322-331 While the inventor is often the driver of an invention in the early stages, he/she needs to move between different social networks for knowledge in order to create and capture value. The main objective of this research is to propose a literature-based framework based on innovation network theory and complemented with C-K theory, in order to analyze the invention/innovation process of inventors and the product concepts in a packaging industry context. Empirical input from three case studies of packaging inventions and their inventors is used to elaborate the suggested framework. The article identifies important gaps in the literature of innovation networks. This is addressed through a theoretical framework based on network theories, complemented with C-K theory for the product design level. The strength-of-ties dimension of the theoretical framework suggests, in agreement with the mainstream literature and the cases presented, that weak ties are required to access the knowledge related to exploration networks and strong ties are required to utilize the knowledge in the exploitation network. The transformation network is an intermediate step acting as a bridge where entrepreneurs can find required knowledge. The transformation network is also an intermediate step where entrepreneurs find financing and companies interested in commercializing inventions.

Goetze C (2010) An empirical enquiry into co-patent networks and their stars: The case of cardiac pacemaker technology. Technovation 30:436-446 Scientific research concerning R&D staff structures has already been based on networks as they are mapped by co-patent data. The present paper combines the method of patent analysis with network analysis techniques and shows by means of a patent sample from cardiac pacemaker technology, that the different communication functions a star inventor accomplishes in their network are mirrored not only by quantity, but also by quality of patents. The mere patent quantity has a significant positive impact on the size of an inventors' personal network and the number of inventors they can directly pass information to. But more importantly, there is significant empirical evidence that high technical specialisation has a positive impact on an inventor's potential to mediate between others as well as on the efficacy to reach them on short notice. For the latter, likewise the number of citations received is a positive predictor. Thus, we characterise stars as industrious, well-known technical specialists and contradict the general assumption that generalists would be the ideal gatekeeper in an R&D network.

Goffin K, Koners U, Baxter D, van der Hoven C (2010) Managing Lessons Learned and Tacit Knowledge in New Product Development. Research-Technology Management 53:39-51 Every new product development (NPD) team learns a unique set of lessons in solving the many problems that arise in a typical project, and it is important to ensure that these lessons are shared. Since much of the learning is tacit in nature, it is difficult to articulate, to capture, and to disseminate. Therefore, managers face a challenge in trying to stimulate project-to-project learning. Many companies hold post-project reviews (PPRs)-meetings at the end of projects to determine the lessons learned and document them for the future. However discussing a project, noting down the lessons learned, and entering them into a database is not sufficient. Our research at five leading German companies shows' that written reports fail to convey much of the key learning from NPD teams and so managers need to focus on stimulating individual learning and running PPRs in specific ways to generate and transfer tacit knowledge. Managers also need to integrate PPRs with other mechanisms, such as mentoring schemes and knowledge brokering, to stimulate the flow of lessons learned and tacit knowledge.

Goffin K, Micheli P (2010) Maximizing the Value of Industrial Design in New Product Development. Research-Technology Management 53:29-37 Industrial design is essential fur the creation of products that satisfy user needs and aspirations and can be differentiated from the competition. However, most companies fail to reap the full benefits of design. This is often due to cultural and language barriers, between design and other functional areas, and barriers to the introduction of industrial design into new-product development (NPD) process. In this paper we show how designers and NPD managers have different perceptions of "good" design and the ways to achieve it. We also illustrate the challenges in attempting to introduce industrial design into a structured NPD approach. It is by identifying and tackling these issues that managers can exploit the full potential of design, thus making their companies more innovative and competitive.

Govindarajan V, Euchner J (2010) Making Strategic Innovation Work: an Interview with Vijay Govindarajan. Research-Technology Management 53:15-20

Graf H, Kruger JJ (2010) The Performance of Gatekeepers in Innovator Networks. Industry and Innovation 18:69-88 We investigate the impact of actors' positions within regional innovator networks on their innovative performance. The networks of four selected regions are based on information on patent applicants and inventors. Count data regressions show positive effects on innovation of both the total number of relations and of access to a larger knowledge base. However, when looking at innovators that are characterised by multiple internal and external contacts, our results suggest that these gatekeepers are not able to reap all the benefits associated with their brokering position. This implies that gatekeepers exert external effects on the innovation system.

Griffiths W, Webster E (2010) What governs firm-level R&D: Internal or external factors? Technovation 30:471-481 Two parallel streams of research investigating the determinants of corporate R&D exist: one from economics and the other from management. The economists' variables tend to reflect the firm's external environment while the explanatory variables used by management scientists are commonly internal to the firm. This paper combines both approaches to test for the relative importance of each type of factor using firm-level data on large Australian companies from 1990 to 2005. Our evidence suggests that most of a firm's R&D activity can be explained by time-invariant factors which we believe relate to internal and specific characteristics such as the firm's managerial dimensions, competitive strategy and how it communicates with employees. Of the remaining time-varying portion, we find that past profits, the rate of growth of the industry and the level of R&D activity over the firm's industry is pertinent. These results are suggestive since we cannot clearly identify the extent to which the firm's internal behaviour is conditioned by its external environment.

Grimaldi R, Mattarelli E, Prencipe A, Von Zedtwitz M (2010) Offshoring of Intangibles: Organizational and Strategic Issues. Industry and Innovation 17:331-336

Groen AJ, Linton JD (2010) Is open innovation a field of study or a communication barrier to theory development? Technovation 30:554-554

Grubstein P, Euchner J (2010) Cleantech Innovation: an Interview with Peter Grubstein. Research-Technology Management 53:41-46

Guan JC, Chen KH (2010) Measuring the innovation production process: A cross-region empirical study of China's high-tech innovations. Technovation 30:348-358 Analyzing and measuring the innovation process from a quantitative perspective is needed for policy making, which can help in grasping and controlling the performance of innovations. There has been little literature to deal with it from a systemic perspective. In this study, a novel measurement framework for the typical innovation production process (IPP) is constructed from the system perspective associated with a relational network data envelopment analysis. It provides systematic and simultaneous efficiency measures for the overall process and internal sub-processes, i.e., upstream R&D process and downstream commercialization process. For confirming our measurement framework, we apply it to a cross-region empirical study of China's high-tech innovations. The empirical innovation measurement provides in-depth evidences of China's high-tech innovations inefficiency, and some policy recommendations are developed.

Guo Y, Huang L, Porter AL (2010) The research profiling method applied to nano-enhanced, thin-film solar cells. R & D Management 40:195-208 Nanotechnology-enhanced thin-film solar cells constitute promising solar energy solutions and an important emerging application of nanotechnology. This paper profiles the research patterns via 'tech mining' to capture key technological attributes, leading actors and networks. We compare the leading countries, and key organizations, in terms of R&D quantity, impact and diversity. We find that India is a leader in this field, which is a little surprising. India and China show strong trends of relative increase in both research activity and impact. One German organization appears as especially productive and the central node in Germany's research network, which contrasts with the diffused

network of the United States. International collaboration patterns also vary, with China particularly showing much less international cooperation than others. Some countries appear to share interests, but they do not show much cooperation - e.g., China with Japan. Research profiling, as illustrated here, can help an R&D manager or policy-maker locate one's intended research activity among existing endeavors, to determine how attractive the opportunities are. Such depictions can also help identify collaboration opportunities and potentially attractive partners.

Gurdon MA, Samsom KJ (2010) A longitudinal study of success and failure among scientist-started ventures. Technovation 30:207-214 We present the results from follow-up interviews in 2001 of scientists first studied in 1989 who had commercialized their inventions. Eleven of the original participating ventures had survived while six had failed outright. An effective combination of management team processes and access to capital was observed among the successful ventures. Additionally, personal motives expressed by scientists in 1989, especially the single-minded focus on financial outcomes, appear correlated with ultimate success. Those who failed experienced a more intense conflict between business and science values. Most of the latter did not repeat the experience whereas many of their commercially successful peers pursued further ventures.

Gwynne P (2010) Building R&D Capability: China's Cultural Evolution. Research-Technology Management 53:2-3

Gwynne P (2010) GE Seeks Green By Going Green. Research-Technology Management 53:6-8

Gwynne P (2010) New DOE Agency Targets "Transformational Solutions". Research-Technology Management 53:4-6

Haelermans C (2010) Innovative power of Dutch secondary education. Innovation-Management Policy & Practice 12:154-165 This paper analyzes the diffusion and determinants of innovations in secondary education. First, the diffusion path of five clusters of innovations in secondary schools is described. Second, the determinants of the adoption of these innovations are analyzed. The findings show that size is one of the main determinants of share of innovations in a school. Other determinants are competition, school type, and teaching method. These should be factored in innovation in public sector education. This paper explains why.

Hang CC, Chen J, Subramian AM (2010) Developing Disruptive Products for Emerging Economies: Lessons from Asian Cases. Research-Technology Management 53:21-+ Emerging economies, with their vast, Untapped markets, present new growth opportunities for multinational companies willing to accommodate the particular needs of these markets. Our study analyzes four innovative firms in Asia that became multinational companies on the back of disruptive products developed specifically to address the needs of consumers in emerging economies. The cases suggest that firms wishing to operate in these markets must be receptive to the opportunities arising from the resource constraints typical of consumers in the markets and willing to develop the capabilities to meet the aggressive price/performance ratios required by consumers. Our study highlights critical R&D and managerial practices that are vital for creating new, affordable products or services for the unserved mass markets in developing countries.

Hardenbrook DR (2010) The Silver Lining: An Innovation Playbook for Uncertain Times. Journal of Product Innovation Management 27:139-140

Harris WC (2010) Innovation Lessons from Ireland. Research-Technology Management 53:35-39 No company or nation will remain in a leadership position without continuous innovation, strategic investment in R&D, and effective means for realizing the greatest value from discoveries and technological advances and exploiting the talent of its population. Strategic incentives at the federal level can enable significant innovation it? the United States and stimulate a dynamic and competitive approach to R&D and education. The Morrill Act of 1862 that created the U.S. land grant universities needs a new focus to meet today's volatile economy. Then as now, these universities should be driven by pragmatism and recognition that a focused connection between them and economic and societal challenges can create a competitive advantage

for the individual states and economic regions. Demonstration projects should be initiated in 10 to 15 states so the innovation potential can be thoroughly assessed. Performance metrics and strong external boards to guide these projects-with national and international members-will ensure value for money invested.

Hauge A, Hracs BJ (2010) See the Sound, Hear the Style: Collaborative Linkages between Indie Musicians and Fashion Designers in Local Scenes. Industry and Innovation 17:113-129 Although economic geographers have paid significant attention to the competitive dynamics, organizational and employment structures of specific cultural industries, the existing research privileges large firms and established centres such as New York, London and Los Angeles. Moreover, despite the conceptual articulations of spillovers and "related variety" few attempts have been made to examine the collaborative linkages between two or more related industries and, more specifically, how changing macro-economic forces are affecting individual producers at the local scale. In this paper we address these gaps and argue that the growing prevalence of independent production is transforming the nature of the long-standing connection between music and fashion. Specifically, that strategic collaborations between indie producers are becoming crucial to competing in the contemporary landscape of cultural production and consumption. We also assert that the motivations and mechanisms of these contemporary collaborations differ from their historical counterparts in important ways. Indeed technological advancements and the demands of indie production are changing the networking practices that facilitate these partnerships and the ways in which indie producers value and exchange goods and services.

Haussler C (2010) The economics of knowledge regulation: an empirical analysis of knowledge flows. R & D Management 40:300-309 Successful innovation depends on the management of a firm's knowledge base. This paper empirically investigates the determinants of knowledge regulation. Using a unique survey dataset, the analysis suggests that research and development managers do not leak knowledge randomly, but rather regulate knowledge consciously. I find that the source and the channel of knowledge inflows impact knowledge regulation. The findings reveal that the more a firm profits from knowledge inflows from competitors, the fewer actions it takes to regulate outgoing knowledge. I do not find that the extent of knowledge inflows from collaborating firms impacts knowledge regulation. However, the type of channel being used to acquire knowledge matters. Compared with public channels, the different types of private channels used to access knowledge inflow and the type of the competitive relationship influence the firms' decision to regulate knowledge outflow in the following way: concerning relationships with competitors, firms regulate knowledge outflow more when using formal channels, but less when using informal channels; concerning collaborative relationships, firms regulate knowledge outflow less regardless of whether they are using formal or informal private channels compared with using public channels. Presumably, firms that acquire knowledge from competing firms through formal private channels try to establish opaque and soundproof fences to surround them, whereas firms that acquire knowledge from collaborating firms through formal or informal private channels do not want to restrict circulation, but rather facilitate inter-firm knowledge exchange.

Hemphill TA (2010) Gene Patents, the Anticommons, and the Biotechnology Industry. Research-Technology Management 53:11-14

Henard DH, Dacin PA (2010) Reputation for Product Innovation: Its Impact on Consumers*. Journal of Product Innovation Management 27:321-335 Just as firms compete for customers, they also vie for reputational status across their relevant constituent groups. To many firms, a reputation as an innovative company is something that is both prized and actively sought after. Despite an abundance of anecdotal evidence pointing to several firms' active pursuit of an innovative reputation, there is little empirical evidence to evaluate the soundness of this pursuit. On a general level, this research recognizes that firms compete for competitive advantage via their tangible and intangible resources. Much of the innovation literature centers on the tangible impact that new product development initiatives have on outcomes of innovation. Yet research investigations of the less tangible facets of innovation, such as a reputation, remain relatively uninvestigated despite their promise as a source of sustainable competitive advantage. This study investigates the effects of a corporate reputation for product innovation (RPI) and its impact on consumers. Consumer involvement levels are proposed to mediate the relationship between RPI and consumer outcomes. Empirical results indicate that a high consumer perceived RPI, via the involvement construct,

leads to excitement toward and heightened loyalty to the innovative firm. A more positive overall corporate image and tolerance for occasional product failures are also positive outcomes noted in the results. Contrary to expectations, a high perceived RPI does not lead to a consumer propensity to pay price premiums.

Hennessy M (2010) Glow: How You Can Radiate Energy, Innovation and Success. R & D Management 40:107-108

Hennessy M (2010) Hot Spots: Why Some Companies Buzz with Energy and Innovation - and Others Don't. R & D Management 40:107-108

Hicks LM (2010) Q: Do shared service centers work? Research-Technology Management 53:63-63

Hirsch-Kreinsen H (2010) Financial Market and Technological Innovation. Industry and Innovation 18:351-368 This paper addresses the relationship between technological innovation and finance. The financial market must be regarded as one of the fundamental prerequisites of innovation, inasmuch as it is here that decisions are made on capital allocation to enterprises. However, less has been written on the interdependencies between the patterns of corporate finance and governance on the one hand and company innovation strategies on the other. The paper takes up these open questions. It analyses the transformation process of the German innovation system due to the dynamics of the financial market in the last decades. In conclusion, some general insight into the relationship between finance and innovation beyond the German context will be provided. The paper is based on an extensive literature research in the fields of economic sociology and innovation studies and the analysis of the public debate on the prospects of the current economic development.

Huang JH, Chang PP (2010) Selling Patents to Companies in Taiwan. Asian Journal of Technology Innovation 18:1-19 Holders of unused patents consider selling patents to companies around the world is a sensible way of creating value from them In Taiwan an increasing number of companies are also actively seeking and acquiring intellectual property assets to enter new product markets with protection and to be prepared against any threat of patent litigation This situation creates opportunities for foreign patent sellers The Industrial Technology Research Institute (ITRI) a government sponsored research organization in Taiwan has been actively assisting foreign companies in selling their patents to Taiwanese companies since 2004 This research presents the current status of Taiwan s patent market and offers insights into buyers needs for foreign patent sellers who are interested in selling patents in Taiwan Key suggestions include selling patents in the right technical areas providing supporting materials to highlight patent value providing accurate encumbrance information and using a local broker to overcome the obstacles of understanding and navigating Taiwan s market

Huang YF, Chen CJ (2010) The impact of technological diversity and organizational slack on innovation. Technovation 30:420-428 This article examines the effects of technological diversity and organizational slack on innovation performance. Negative binomial regression is used to test the hypotheses in a panel data of 2745 cases. The results indicate that there is an inverse U-shaped relationship between technological diversity and innovation performance. Moreover, the moderating role of organizational slack is recognized and absorbed slack positively moderates while unabsorbed slack negatively moderates the effect of technological diversity on innovation performance. Managerial implications and future research directions are discussed.

Hughes B, Wareham J (2010) Knowledge arbitrage in global pharma: a synthetic view of absorptive capacity and open innovation. R & D Management 40:324-343 This case study examines a global pharmaceutical company widely using open innovation (OI). Three main research questions are addressed: (1) what OI concepts are salient in their innovation portfolio?, (2) what OI concepts are used in the strategy formulation? and (3) what other concepts are present that augment OI? Interviews with 120 managers and archival documents were analyzed using thematic analysis. Two concepts prominent in the literature, (i) value capture models and (ii) technology evaluation criteria, were not present in this portfolio. By contrast, we found a focus on OI capability building, external information sharing and uncertain knowledge arbitrage

in networks. Finally, we discuss these capabilities in relation to absorptive capacity, proposing a simple, but important bi-directional perspective to embrace OI.

Hull CE, Covin JG (2010) Learning Capability, Technological Parity, and Innovation Mode Use. Journal of Product Innovation Management 27:97-114 The purpose of this research was to examine whether a firm's learning capability interacts with industry technological parity to predict innovation mode use. Learning capability is conceptualized in the current research as a firm's ability to develop or acquire the new knowledge-based resources and skills needed to offer new products. Industry technological parity is conceptualized as the extent to which similarity and equality exist among the technological competencies of the firms in an industry. Three generic modes of innovation are considered: internal, cooperative, and external innovation. These modes reflect the development of new products based solely on internal resources, the collaborative development of new products (i.e., with one or more development partners), and the acquisition of fully developed products from external sources, respectively. The premises of this research are that (1) technological parity can create incentives or disincentives for innovating in a particular mode, depending upon the value of external innovative resources relative to the value of internal innovative resources and (2) firms will choose innovation modes that reflect a combination of their abilities and incentives to innovate alone, with others, or through others. Survey research and secondary sources were used to collect data from 119 high-technology firms. Results indicate that firms exhibit greater use of internal and external innovation when high levels of industry technological parity are matched by high levels of firm learning capability. By contrast, a negative relationship between learning capability and industry technological parity is associated with greater use of the cooperative mode of innovation. Thus, a single, common internal capability-learning capability-interacts with the level of technological parity in the environment to significantly predict three distinct innovation modes-modes that are not inherently dependent upon one another. As such, a firm's internal ability to innovate, as reflected in learning capability, has relevance well beyond that firm's likely internal innovation output. It also predicts the firm's likely use of cooperative and external innovation when considered in light of the level of industry technological parity. A practical implication of these findings is that companies with modest learning capabilities are not inherently precluded from innovating. Rather, they can innovate through modes for which conditions in their current environments do not constitute significant obstacles to innovation output. In particular, modest learning capabilities are associated with higher innovative output in the internal, cooperative, and external modes when industry technological parity levels are low, high, and low, respectively. Conversely, strong learning capabilities tend to be associated with higher innovative output in the internal, cooperative, and external modes when industry technological parity levels are high, low, and high, respectively.

Hultink EJ (2010) Special Issue on Branding and New Product Development. Journal of Product Innovation Management 27:3-5

Hummel E, Slowinski G, Mathews S, Gilmont E (2010) Business Models for Collaborative Research. Research-Technology Management 53:51-54

Hummel EM (2010) What It Takes To Be an Innovator. Research-Technology Management 53:71-72

Husig S, Mann HG (2010) The role of promoters in effecting innovation in higher education institutions. Innovation-Management Policy & Practice 12:180-191 This paper examines two cases of higher education innovation in the Faculty of Business and Economics at the public University of Regensburg in Germany. The introduction of the Honours-program, a program to promote the best students in business and economics, as well as the change from the German Diploma to the Bachelor degree are analyzed and evaluated using a cross-case study methodology. Sources of change were analyzed,. the processes categorized, emerging barriers and key factors to overcome resistance and implementation of these fundamental changes identified. Our findings indicate that fundamental changes in the public space independent of their early-mover reactive and top-down or anticipatory and bottom-up characteristics-might face a similar kind of implementation challenges and solutions in the higher education sector. The success of these change processes mainly resulted from the commitment of the identified promoters which support the validity and applicability of change concepts and approaches that are transferred from the private sector to

the public sector. However, the case findings also indicate that the government could facilitate bottom-up innovation initiatives by supplementary support to overcome system barriers due to resource shortages.

Hussinger K (2010) On the importance of technological relatedness: SMEs versus large acquisition targets. Technovation 30:57-64 This paper empirically investigates a sample of German domestic merger and acquisitions (M&As) in the 1990s to analyze the importance of a related technology portfolio in the decision to acquire a particular firm. The novelty of this analysis lies in the fact that the sample does not contain exclusively large firms, but also a large share of small and medium-sized enterprises (SMEs). The empirical results Suggest that firms engage in M&As to strengthen their technological competencies. A related technology portfolio is, in particular, important for the decision to acquire SMEs. This suggests an information advantage of acquirers with related technologies.

Hussler C, Picard F, Tang MF (2010) Taking the ivory from the tower to coat the economic world: Regional strategies to make science useful. Technovation 30:508-518 In this paper, we aim at providing a critical appraisal of academic research valorisation models adopted in three regions in the world: the Provincia di Milano in Italy, the Technology-Region Karlsruhe in Germany and the Chinese municipality of Chongqing Our first originality consists in developing a literature-based analytical grid to characterise and classify existing tools. In a second step, we depict and compare, thanks to a qualitative analysis run on fine-grained data (collected through in depth interviews and frequent interactions with actors of the regional innovation systems), the mechanisms adopted in the three regions so as to test for specificities in the implementation of academic knowledge transfer. Our analysis exhibits on the one hand a strong similarity among regions in terms of variety of existing tools On the other hand, we also notice some specificities in the nature of the tools European regions are characterised by an under-representation of absorption and appropriation tools, whereas the Chinese region seems to put great stress on direct valorisation mechanisms. Finally, rather than supporting the imitation, multiplication and superposition of newly created tools, our study encourages policy makers to be more selective and adapt their tools to regional innovative needs. Hyek G (2010) Iri Community Forum. Research-Technology Management 53:63-63

Igartua JI, Garrigos JA, Hervas-Oliver JL (2010) How Innovation Management Techniques Support an Open Innovation Strategy. Research-Technology Management 53:41-52 OVERVIEW: How to achieve a sustained competitive advantage that ensures long-term survival is a major concern for managers everywhere, but even more so for those in smaller firms, which may have more difficulty enduring under hostile environmental conditions than larger organizations. Because innovation is a key driver of sustained competitive advantage and sustainable business growth, the management of innovation is a central concern for these firms. While research in innovation management has provided many insights into specific aspects of innovation, the encompassing problems confronting general managers, especially managers of small and medium-size firms, have been overlooked in the development of innovation management tools. As a case study in the value of innovation management techniques and tools in the development of a collaborative innovation network, this paper analyzes the use of innovation management techniques and tools by a leading Spanish elevator manufacturer's research unit in implementing its open innovation strategy. This empirical study will help managers to understand the role of innovation management tools in structuring an open innovation strategy based on collaboration and technology transfer.

Ili S, Albers A, Miller S (2010) Open innovation in the automotive industry. R & D Management 40:246-255 Automotive Original Equipment Manufacturers (OEM) have historically invested in their own research and development (R&D) to boost their innovativeness. Because of an increasing innovation and cost pressure, the automotive industry needs to look outside their own boundaries to escape from this productivity dilemma. While there is a tendency to look outside for external sources to increase the innovativeness, there are hardly any external paths to market outside the current business yet. Our study shows that Open Innovation proves to be more adequate in the attempt to achieve a better R&D productivity for companies in the automotive industry than a closed innovation model.

Ingenbleek PTM, Frambach RT, Verhallen TMM (2010) The Role of Value-Informed Pricing in Market-Oriented Product Innovation Management. Journal of Product Innovation Management 27:1032-1046

Although the positive effect of a market orientation on new product success is widely accepted and the market orientation literature has increased its understanding of how a market orientation leads to performance, the extant literature has overlooked the role of value-informed pricing in the relationship. Value-informed pricing is a pricing practice in which the decision makers base the price of the new product on the customers' perceptions of the benefits that the product offers and how these benefits are traded by customers against the price (that has yet to be determined). Considering that pricing mistakes may hit hard on the profitability of product innovations, it is important to firms to have a good understanding of its role. This study develops a framework in which value-informed pricing is integrated in the relationship between market orientation and new product performance. A distinction is made between customer and competitor orientations, and relative product advantage is also included in the conceptual model. The model is tested on data obtained from managers based on a cross sectional sample of 144 firms. The respondents were involved in a decision-making process of the pricing of a new product. The model is tested using structural equations modeling. The results show that value-informed pricing has a strong effect on new product performance. It also reveals that each component of a market orientation fulfills a specific role in a market-oriented organization. Value-informed pricing is found to have important mediating effects in the market orientation-new product performance relationship. Results show that firms with a strong customer orientation engage in value-informed pricing and develop superior benefits to customers in an advantageous product. In turn, both value-informed pricing and relative product advantage positively affect new product market performance. However, no significant effect of competitor orientation on value-informed pricing is found. Combined with the finding that competitor orientation negatively affects relative product advantage, this suggests that competitor orientation may hurt new product performance when this orientation is not balanced with a strong customer orientation. The results also portray that value-informed pricing leads to higher product advantage. Interestingly, this relation is contingent on the degree of interfunctional coordination within the firm. This suggests that the relationship between market orientation and new product performance is strongest if firms integrate value-informed pricing in the new product development process. In this sense, a market-oriented firm mirrors the customer value perception that makes a trade-off between benefits and price.

Islam N, Miyazaki K (2010) An empirical analysis of nanotechnology research domains. Technovation 30:229-237 Research activities in nanotechnology have been strengthened worldwide since the last decade to provide a foundation for technological advancement by grasping nanoscience and technology opportunities This paper aims to make a refilled classification to understand the whole research spectrum in nanotechnologies We also provide an insight into horizontal comparisons between the research domains using tech mining (Porter 2005) method The findings show the regional strengths and weaknesses in nanotechnology research domains, indicating that the US has gained much strength in bionanotechnology research relative to other domains, and the other regions (e.g. the EU, Japan, China. South Korea and India) have gained their research strength in nanomaterials, nanoelectronics and nanomanufacturing and tools The paper contributes to the literature of nanotechnology management by providing a categorization of nanotechnology research and offers a useful insight for academic and industry practitioners in nanoscience and technology fields.

Jaw C, Lo JY, Lin YH (2010) The determinants of new service development: Service characteristics, market orientation, and actualizing innovation effort. Technovation 30:265-277 This study aims to understand how service characteristics, market orientation, and efforts in innovation together drive new service development (NSD) performance Both qualitative and quantitative (mixed methods) research are used in researching these relationships first, in-depth interviews from six service managers are taken to support the conceptual framework and investigative measures Then, a survey research from Top 500 service firms and Top 100 financial firms in Taiwan is used to examine the research hypotheses The results indicate that service characteristics of heterogeneity and perishability and market orientation positively influence a firm's resources and reward in innovation. Also, efforts in innovation and market orientation positively impact NSD performance These understandings benefit the development of the innovative advantages of service firms in contrast to physical goods Unlike prior research limited to a single service case, the empirical evidence here is supported by various service industries to develop a generalized model.

Jelinek M, Bean A (2010) New Innovation Architectures Will Shape R&D "Lab" of the future. Research-Technology Management 53:2-4

Jeong KI, Lee JD, Lee C (2010) Profitability Gains of Korean Defense Firms Technological Progress or Cost Shifting? Asian Journal of Technology Innovation 18:219-239 This study identifies the influential factors for profitability gains of Korean defense firms by applying Stochastic Frontier Analysis (SFA) to the 1990 2005 production data The conventional perception that defense firms enjoy extra profits through cost shifting is tested against the improvements of X efficiency through technological progress and managerial achievements This study tests cost shifting hypothesis in the defense industry based on efficiency measurement methodology The hypothesis states that there exists an incentive for a defense firm to manipulate cost by shifting input cost or reallocating labor from commercial to defense, especially by mixed type firms that operate m both the commercial and the defense sectors To test the hypothesis the difference in mean technical efficiency between the commercial and the defense parts is estimated by collecting the data that can be divided into purely commercial and purely defense data The mean technical efficiency of the defense part is not significantly higher than that of the commercial part This result suggests that the high efficiency reported in mixed type firms is not likely attributable to cost shifting However this result indirectly investigates cost shifting but does not exclude other sources of cost manipulation such as pure cost padding or cost misreporting

Johnson A (2010) The India Way: How India's Top Business Leaders Are Revolutionizing Management. Research-Technology Management 53:62-63

Johnson EAJ (2010) Cracking the Ad Code. Journal of Product Innovation Management 27:618-620

Joshi A (2010) Leadership Lessons. Research-Technology Management 53:9-14

Jurgens-Kowal T (2010) Burning the Ships: Intellectual Property and the Transformation of Microsoft. Journal of Product Innovation Management 27:930-931

Jurgens-Kowal T (2010) Innovation Nation: How America Is Losing Its Innovation Edge, Why It Matters, and What We Can Do To Get It Back. Journal of Product Innovation Management 27:778-779

Kajikawa Y, Takeda Y, Sakata I, Matsushima K (2010) Multiscale analysis of interfirm networks in regional clusters. Technovation 30:168-180 Networks within an organization and also among organizations are expected to work as a conduit of resources and knowledge. In this paper, we construct a large database of interfirm networks in eight regional clusters in Japan, and investigate their multiscale structures combining existing organizational and network theories. We found that the small world properties among regional clusters show marked differences, which intensify as the network size evolves. We also found that connector firms bridging different modules are scarce and therefore we should focus on networking activity among different modules to support the development of well-connected networks.

Kalogerakis K, Luthje C, Herstatt C (2010) Developing Innovations Based on Analogies: Experience from Design and Engineering Consultants. Journal of Product Innovation Management 27:418-436 This study explores how specialized design and engineering companies offering services to clients in diverse industries use inventive analogies in the product design process. Inventive analogical transfers are characterized by the use of knowledge gained from experience in one knowledge area (source domain) to solve new problems in another field (target domain). Different types of analogical transfers can be distinguished depending on (1) the conceptual distance between source and target domain and (2) the transfer content, describing the type of solution element being transferred. On the basis of these two dimensions a typology suitable to cover a wide range of analogical transfer episodes is developed. The first purpose of the present study is to understand the link between these two dimensions of analogies and their impact on potential benefits of analogy use. A second purpose of this study is to explore the practice of working with analogies, particularly to examine how relevant knowledge in a variety of domains is accessed. The research is based on an explorative approach. In-depth interviews were held with project leaders of 18 design and engineering consulting firms located in Germany and Scandinavia. In each of these interviews the respondent reported about a particular

project in which analogy use played an important role. The findings indicate that the use of analogies is a prevalent phenomenon in design and engineering consulting firms. The typology based on the two dimensions analogical distance and transfer content proved useful for the distinctive explanation of positive effects resulting from analogy use. First, analogical distance was found to be positively associated with solution novelty and negatively associated with the project duration. In addition, far analogies, rather than near analogies, proved to be helpful to foster communication within the project team as well as communication between the project team and the client firm. Second, with respect to the transfer content, beneficial effects on project duration seem to be particularly probable if the problem solvers transfer existing technological solutions and specific functional principles instead of general knowledge about shapes and design arrangements. Taken together, the findings suggest that it may be possible to influence the specific effects of analogy use ex ante by focusing on the appropriate type of analogies. Concerning the access of analogies, the findings suggest that analogies are frequently applied without the aid of formal procedures, techniques, or tools. The project teams mainly draw on personal "local" knowledge-knowledge already in their possession. While this approach is rather efficient, the tendency to access knowledge from only a limited set of familiar knowledge sources may constrain the possibility for creative recombination by analogies. Several strategies to relax this constraint are discussed, such as enhancing the heterogeneity of the team's knowledge base or broadcasting the problem to external experts.

Kang J, Afuah A (2010) Profiting from innovations: the role of new game strategies in the case of Lipitor of the US pharmaceutical industry. R & D Management 40:124-137 In exploring why innovators often do not profit from their innovations, researchers concentrate on innovators versus imitators and the extent to which owners of complementary assets capture profits from innovations. The literature provides scant attention to factors that sap profits from innovations. This paper argues that an innovator's positioning vis-a-vis customers, suppliers, complementors, and other co-opetitors plays a critical role in the innovator's profitability. The article explores how an innovator can use new game strategies to better positioning, thus capturing rents from innovations and enabling further innovations in the future. The study examines the case of Lipitor, one of the world's best-selling drug, to illustrate how positioning can play in a firm's ability to profit from its innovations.

Karjalainen TM, Snelders D (2010) Designing Visual Recognition for the Brand. Journal of Product Innovation Management 27:6-22 The present paper examines how companies strategically employ design to create visual recognition of their brands' core values. To address this question, an explorative in-depth case study was carried out concerning the strategic design efforts of two companies: Nokia ( mobile phones) and Volvo ( passenger cars). It was found that these two companies fostered design philosophies that lay out which approach to design and which design features are expressive of the core brand values. The communication of value through design was modeled as a process of semantic transformation. This process specifies how meaning is created by design in a three-way relation among design features, brand values, and the interpretation by a potential customer. By analyzing the design effort of Nokia and Volvo with the help of this model, it is shown that control over the process of semantic transformation enabled managers in both companies to make strategic decisions over the type, strength, and generality of the relation between design features and brand values. Another result is that the embodiment of brand values in a design can be strategically organized around lead products. Such products serve as reference points for what the brand stands for and can be used as such during subsequent new product development (NPD) projects for other products in the brand portfolio. The design philosophy of Nokia was found to depart from that of Volvo. Nokia had a bigger product portfolio and served more market segments. It therefore had to apply its design features more flexibly over its product portfolio, and in many of its designs the relation between design features and brand values was more implicit. Six key drivers for the differences between the two companies were derived from the data. Two external drivers were identified that relate to the product category, and four internal drivers were found to stem from the companies' past and present brand management strategies. These drivers show that the design of visual recognition for the brand depends on the particular circumstances of the company and that it is tightly connected to strategic decision making on branding. These results are relevant for brand, product, and design managers, because they provide two good examples of companies that have organized their design efforts in such a way that they communicate the core values of their brands. Other companies can learn from these examples by considering why these two companies

acted as they did and how their communication goals of product design were aligned to those of brand management.

Kastelle T, Steen J (2010) Using network analysis to understand innovation INTRODUCTION. Innovation-Management Policy & Practice 12:2-4

Kastelle T, Steen J (2010) Are small world networks always best for innovation? Innovation-Management Policy & Practice 12:75-87 It is becoming increasingly apparent that a firm's communication network structure has a significant impact on its innovative capability. We know that in many cases, small world network structures in particular lead to improved innovation output. This paper is the first to test whether or not this finding is also true inside of large project-based firms We study a project team with 130 members using complex network analysis. The team's project includes several innovations, and the knowledge sharing networks do have small world structures. However, these networks have much more hierarchical structures than those measured in other innovation networks. We conclude that identifying a small world structure is only the first necessary step in analysing such networks. We identify a hierarchical generative mechanism for these structures, which demonstrates that gaining a better understanding of the history and evolution of particular networks is a critical step in analysing them.

Kelley D, Lee H (2010) Managing Innovation Champions: The Impact of Project Characteristics on the Direct Manager Role. Journal of Product Innovation Management 27:1007-1019 A key challenge for organizations seeking to improve the management of innovation lies in determining when to lend direct managerial support, and how much support, to those championing such projects. This research provides insights into the connection between project characteristics and the type and frequency of direct manager involvement. As such, it addresses the following research question: how does the level of project innovativeness, strategic relatedness, and resource requirements impact the level of empowerment of innovation champions and the sponsor or supervisor role played by managers? The research method involves a survey of 89 project champions from four divisions of large, multinational Korean companies. The results show that when innovativeness was high but projects were strategically related, there was greater project champion empowerment but also a more frequent managerial sponsor role. This suggests it may be best to allow innovators, who are close to the project's markets, technologies, and industry conditions, to have greater freedom over objectives and decisions. Yet they may also need the advice and support of their managers to function optimally under the highly uncertain conditions that characterize innovative projects. This combination of empowerment and a sponsor role, though appropriate for highly innovative projects, may also require high strategic relatedness, however. On the other hand, when projects are less strategically related and when resource requirements are high, the analysis suggests managers are more likely to exert control. Managers may therefore need to become more closely involved in decision making for costly ventures representing new strategic directions for their organizations. Overall, this research suggests that both empowerment and manager roles are relevant to the management of innovation. These results offer academic value in recognizing the nature of the direct manager role under different innovation project conditions. It further reveals a need for academics to recognize both the supervisor and sponsor roles in the management of innovation. For managers, the findings suggest that for organizations to effectively develop and commercialize innovations managers need to recognize when certain projects call for different levels and types of involvement.

Kemp R, Oltra V (2010) Research Insights and Challenges on Eco-Innovation Dynamics. Industry and Innovation 18:249-253

Khan M (2010) The New Age of Innovation: Driving Co-created Value through Global Networks. R & D Management 40:210-211

Kim N, Atuahene-Gima K (2010) Using Exploratory and Exploitative Market Learning for New Product Development. Journal of Product Innovation Management 27:519-536 While the need for research on the market-learning efforts of a firm in relation to its new product development is continuously emphasized, the empirical results on this issue reported so far have been mixed. The current study contends that the inconclusive nature of the empirical evidence is mostly due to the existence of different dimensions of

organizational market learning-exploratory and exploitative-and to possible different routes by which these learning dimensions are linked to new product performance. More specifically, this study argues that exploratory market learning contributes to the differentiation of the new product because it involves the firm's learning about uncertain and new opportunities through the acquisition of knowledge distant from existing organizational skills and experiences. By contrast, this study posits that exploitative market learning enhances cost efficiency in developing new products as it aims to best use the currently available market information that is closely related to existing organizational experience. This study provides empirical support for this two-dimensional scheme of organizational market learning and its consequent effects on two components of new product advantage: new product differentiation and cost efficiency. Further, given that the effectiveness of firms' strategic efforts is contingent upon the nature of the market environment, the current study examines the moderating effects of environmental dynamism and market competitiveness for this market learning-new product advantage relationship. This study is based on survey data from 157 manufacturing firms in China that encompass various industries. The empirical findings support the two-dimensional market learning efforts that increase new product differentiation and cost efficiency, respectively. The study confirms that exploratory market learning becomes more effective under a turbulent market environment and that exploitative market learning is more contributive when competitive intensity is high. It also suggests that because of their differential direct and moderating effects on new product advantage either exploratory or exploitative market learning may not be used exclusively, but the two should be implemented in parallel. Such learning implementations will help to secure both the feature and cost-based new product advantage components and will consequently lead to the new product success. The current study attempts to contribute to greater clarity and better understanding of how market learning influences new product success as it theoretically identifies and empirically validates the two forms of new product advantage as the conceptual mediator between market learning and new product performance.

Kim W, Seong J (2010) Catching-up and Post Catching-up Strategies of Latecomer Firms Evidence from Samsung Semiconductor. Asian Journal of Technology Innovation 18:115-142 This study analyzes the difference between the post catching up innovation of latecomer countries versus the catching up of latecomer countries and the innovation by advanced countries through the adaptation of post catching up innovation To review the overall technology innovation strategy of leading companies m latecomer countries during their catching up and post catching up periods the case of the semiconductor business of Samsung Electronics Co (SEC) is analyzed In the last section of this study the policy implications of the case of Samsung Semiconductor are presented for latecomer countries

Kim Y, Ha S (2010) Innovation Activities and Innovation Performances of SMEs: The Korean Electronic Parts Industry 1990-1995. Asian Journal of Technology Innovation 18:125-160 This study empirically examines the antecedents and performance consequences of innovation activities of small- and medium-sized enterprises (SMEs) based on a comparative static analysis of 123 SMEs in the Korean electronic parts industry. Prior innovation capability, the dominant functional career of the CEO, and the centralization and integration of the organizational structure during the t(1) period (1990-1992) are found to have a positive impact on innovation activities during the t(2) period (1993-1995), including research and development (R&D) intensity, technical manpower ratio, and the number of collaborative R&D projects. Innovation activities during the t2 period, in turn, increase the innovation performances during the same period, such as the number of patents, number of new products, and gain in labor productivity. This study also finds that the negative interaction of the centralization of organizational structure during the t1 period and the innovation activities during the t2 period affects innovation performances during the t2 period. Finally, this study discusses several theoretical and practical implications concerning the development of innovation capabilities in advanced latecomer SMEs based on the results. Future research directions are also suggested.

Klink RR, Athaide GA (2010) Consumer Innovativeness and the Use of New versus Extended Brand Names for New Products. Journal of Product Innovation Management 27:23-32 Despite the importance of branding to new product success, little research has been conducted on how individual adoption orientation might affect brand name preferences. This paper draws on the diffusion literature to investigate how consumer innovativeness affects consumer response to alternative branding strategies (i.e., new vs. extended brands, for new products). The results of an empirical study found that consumer innovativeness has a greater effect on new product evaluations for new brand names relative to extended brand names. Also,

results indicate that highly innovative consumers evaluate new products with new brand names more favorably than brand extensions. Furthermore, consumer confidence in the new product was found to mediate the effects of consumer innovativeness and its interaction with brand name type on new product evaluation. Implications include not only giving greater managerial consideration to using new brands but also supporting the chosen branding strategy with appropriate promotional efforts for respective adopter groups.

Knockaert M, Clarysse B, Wright M (2010) The extent and nature of heterogeneity of venture capital selection behaviour in new technology-based firms. R & D Management 40:357-371 The success of technology transfer depends in part on new technology-based firms (NTBFs) accessing venture capital (VC). Yet, little is known about venture capitalists' selection processes in this context. We examine the heterogeneity in the selection behaviour of VCs using a unique hand-collected dataset comprising 68 European early-stage high-tech VC investors. We follow an inductive research design and use a conjoint analysis to decompose the investment decisions of VC investors. We identify three different clusters of VC investors: those who focus on technology (technology investors), those who focus on finance (financial investors) and those who focus on human capital (people investors). Technology investors attach more importance to the appropriability of the technology and contact with the entrepreneur than the other groups of VCs. For people investors, the human factors such as leadership capacities of the entrepreneur and the quality of the team are most important. Financial investors make their investment decision based on a limited set of factors such as ROI, growth and team completeness. Our results have important implications for NTBFs, venture capitalists and universities involved in technology transfer through spin-off companies.

Koen PA, Bertels H, Elsum IR, Orroth M, Tollett BL (2010) Breakthrough Innovation Dilemmas. Research-Technology Management 53:48-51

Koppinen S, Lammasniemi J, Kalliokoski P (2010) Practical application of a parallel research-business innovation process to accelerate the deployment of research results. R & D Management 40:101-106 Both society and customers pose many new challenges for public research and technology organisations. Making the right long-term technological choices, generating and maintaining an appropriate research portfolio, speeding-up innovation processes and integrating customer and market needs into science-based research are among the major expectations. We describe how a multidisciplinary research organisation has implemented new processes and practises to rise to these challenges. The paper points out the benefits of using a parallel research approach to the business innovation process, where the different phases - the development of new technology, applications and business models - are carried out interactively and concurrently. Furthermore, we show how foresighting acitivities, research portfolio management and use of business plans for long-term research programmes contribute to the parallel research process.

Krishnaswamy KN, Subrahmanya MHB, Mathirajan M (2010) Process and Outcomes of Technological Innovations in Electronics Industry SMEs of Bangalore A Case Study Approach. Asian Journal of Technology Innovation 18:143-167 This paper describes the origin and process of technological innovations leading to the development and introduction of new products in the electronics industry of Bangalore India Market expansion along with enterprise growth with reference to three SMEs is discussed This study concisely presents the instrumental role that entrepreneurs play in recognizing market opportunities building crucial in house technological capabilities supplementing it with appropriate external assistance and establishing technological innovation processes This includes process modifications to suit customer requirements and finally deliver innovations to the market The innovation process is significantly marked by a built in mechanism for continuous customer interactions Consequently all the three SMEs have achieved successful product innovations leading to their gradual growth over time not only in terms of employment and investment but more importantly in terms of sales turnover Furthermore inferences drawn from the cases lead to a proposed three stage theoretical construct of the process of SME innovation starting up and stabilizing building technological credibility and the opening of new markets The stages involve fulfilling design standards pursuing incremental innovations and ushering radical innovations

Kroll CA, Lee D, Shams N (2010) The Dot-Com Boom and Bust in the Context of Regional and Sectoral Changes. Industry and Innovation 17:49-69 This paper examines the effects of the dot-com boom and bust

on firm survival, migration and growth in other sectors. Dot-com expansion revived a slowing central city economy but also raised issues regarding displacement of manufacturing, distribution, social services and other non-profits from San Francisco's "South of Market". This study uses the National Establishment Time Series (NETS) database to examine how the growth of dot-com businesses affected San Francisco and surrounding counties. We find that start-ups were central to San Francisco's job growth. Relocations also were a significant aspect of job change. Dot-com growth was positively associated with propensity for pre-boom information and professional services establishments and for non-high-tech manufacturing or distribution establishments to move, while arts, social services and non-profits remained in the city.

Kroll H, Schiller D (2010) Establishing an interface between public sector applied research and the Chinese enterprise sector: Preparing for 2020. Technovation 30:117-129 China's technological capabilities are emerging rapidly. Some argue that the country will become a challenger to established technological leaders in the near future. Currently, however, there is contradictory evidence regarding China's potential for technological upgrading on a broader scale. By bringing together data on the public research system with evidence from the electronics industry in Guangdong province, this paper will show that many domestic firms continue to depend on foreign technology transfer whereas they have limited access to interest in domestic technologies. It is hence the purpose of this paper to illustrate the current mismatch between solutions supplied by the public sector and the true needs of Chinese firms. Its core argument is that technological development in China is not only suffering from a general lack of innovative capacity, as expectable at this stage of development, but also from an overt dependency on foreign technologies, that, if unaddressed, may impair its future potential for upgrading. We conclude that an increased provision of relevant solutions by domestic applied research institutes is possible in the mid-term but will depend on an improved management as well as on a new funding system that promotes the creation of customer relations with industrial firms.

Kuesten C (2010) Design for Lean Six Sigma: A Holistic Approach to Design and Innovation. Journal of Product Innovation Management 27:781-783

Kuesten C (2010) The Handbook of High-Performance Virtual Teams: A Toolkit for Collaborating across Boundaries. Journal of Product Innovation Management 27:294-296

Kumar RS, Subrahmanya MHB (2010) Influence of subcontracting on innovation and economic performance of SMEs in Indian automobile industry. Technovation 30:558-569 Trans-national corporations (TNCs) expanding their production bases to developing countries having better conditions of manufacturing and domestic markets provide increasing opportunities for local small and medium enterprises (SMEs) to have subcontracting relationships with these TNCs Even though some theoretical and a few empirical studies throw light on the nature of assistance provided by TNCs to local SMEs through subcontracting relationships none of the studies so far quantitatively analysed the role of this assistance on the innovative performance of SMEs leading to better economic performance This paper probes the extent and diversity of assistance received by SMEs from a TNC through subcontracting and its influence on technological innovations and economic performance of SMEs in the Indian automobile industry Indian SMEs were able to receive mainly product related and purchase process assistance thereby implying that subcontracting is largely confined to purchase-supply relationships However assistance received through subcontracting is beneficial as It promoted technological innovations of SMEs the higher the degree of assistance the higher the level of innovations carried out by these SMEs which in turn facilitated their economic performance Thus this paper substantiates in the Indian context that subcontracting relationship with a TNC can be an important source of technological innovations and enhanced economic performance for SMEs.

Kwon Y, Kim Y (2010) Determinants of Out-licensing Strategy of Firms: New Empirical Evidence. Asian Journal of Technology Innovation 18:23-43 This paper is the first empirical attempt to explore the preference of firms between unilateral out-licensing and cross-licensing by focusing on competition in product markets. Estimations indicate that the most important determinants of selecting an out-licensing strategy are the characteristics of the technological field to which a firm belongs. Firms strongly prefer cross-licensing to unilateral out-licensing when they are in a technological environment of high

fragmentation, complexity, and overlap, as well as in a patent thicket. Cross-licensing is also preferred by domestic firms. Conversely, unilateral out-licensing is preferred by both small and large firms facing high competition in product markets, and in a strong and low overlapping technological environment with intense R&D. This paper contributes to the expansion of current understanding of the out-licensing strategy of firms.

Lafuente E, Vaillant Y, Serarols C (2010) Location decisions of knowledge-based entrepreneurs Why some Catalan KISAs choose to be rural? Technovation 30:590-600 Entrepreneurship has currently become an important element of economic development and innovation policy In this context the promotion of knowledge-based firms has become the norm even in rural areas Thus the study presented in this paper analyses the variables that influence the choice of location made by rural and urban knowledge intensive service activity firms (KISA hereafter) The results of the quantitative study allows for important policy making recommendations but also offers significant contributions for entrepreneurship and regional development researchers as well as practical insights for entrepreneurs.

Lai JY, Ong CS (2010) Assessing and managing employees for embracing change: A multiple-item scale to measure employee readiness for e-business. Technovation 30:76-85 it is imperative for businesses to use network and distributed information technology to integrate resources among organizations, vendors, employees, and suppliers to maximize value-added. Organizations are thus implementing electronic business (e-business) at an accelerating pace, fueling speculation about employee readiness to embrace this new type of firm. Unfortunately, scholarly research on this issue is lacking. Drawing on insights from extant literature and interviews with practitioners, this article first proposes the construct of employee readiness for e-business (EREB) and its conceptualization. Then it describes a program of research undertaken to develop an EREB instrument by defining, operationalizing, and refining the construct to create a multiple-item measurement scale, and assessing the scale's psychometric properties. By strictly iterative processes, a well-validated EREB instrument is constructed. The instrument and its comprehensive model proposed in this paper will be of use to researchers and practitioners interested in designing, implementing, and managing e-business.

Langerak F, Griffin A, Hultink EJ (2010) Balancing Development Costs and Sales to Optimize the Development Time of Product Line Additions*. Journal of Product Innovation Management 27:336-348 Development teams often use mental models to simplify development time decision making because a comprehensive empirical assessment of the trade-offs across the metrics of development time, development costs, proficiency in market-entry timing, and new product sales is simply not feasible. Surprisingly, these mental models have not been studied in prior research on the trade-offs among the aforementioned metrics. These mental models are important to consider, however, because they define reality, specify what team members attend to, and guide their decision making. As such, these models influence how development teams make trade-offs across the four metrics to try to optimize new product profitability. Teams with such an objective should manage to a development time that minimizes development costs and to a proficient market-entry timing that maximizes new product sales. Yet many teams use mental models for development time decision making that focus either just on development costs or on proficiency in market-entry timing. This survey-based study uses data from 115 completed NPD projects, all product line additions from manufacturers in The Netherlands, to demonstrate that there is a cost to simplifying decision making. Making development time decisions without taking into account the contingency between development time and proficiency in market-entry timing can be misleading, and using either a sales-maximization or a cost-minimization simplified decision-making model may result in a cost penalty or a sales loss. The results from this study show that the development time that maximizes new product profitability is longer than the time that maximizes new product sales and is shorter than the development time that minimizes development costs. Furthermore, the results reveal that the cost penalty of sales maximization is smaller than the sales loss of development costs minimization. An important implication of the results is that, to determine the optimal development time, teams need to distinguish between cost and sales effects of development time reductions. To determine the relative impact of these effects this study also estimates the elasticities of development costs, new product sales, and new product profitability with regard to development time. Armed with this knowledge, development teams should be better equipped to make trade-offs among the

four metrics of development time, development costs, proficiency in market-entry timing, and new product sales.

Larson CF (2010) Needed-an R&D and Innovation Stimulus. Research-Technology Management 53:8-9

Lau AKW, Tang E, Yam RCM (2010) Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers. Journal of Product Innovation Management 27:761-777 While the beneficial impacts of supplier and customer integration are generally acknowledged, very few empirical research studies have examined how an organization can achieve better product performance through product innovation enhanced by such integration. This paper thus examines the impact of key supplier and customer integration processes (i.e., information sharing and product codevelopment with supplier and customer, respectively) on product innovation as well as their impact on product performance. It contributes to existing literature by asking how such integration activities affect product innovation and performance in both direct and indirect ways. After surveying 251 manufacturers in Hong Kong, this study tested the relationships among information sharing, product codevelopment, product innovativeness, and performance with three control variables (i.e., company size, type of industry, and market certainty). Structural equation modeling with correlation and t-tests was used to test the hypothesized research model. The findings indicate a direct, positive relationship between supplier and customer integration and product performance. In particular, this study verifies that sharing information with suppliers and product codevelopment with customers directly improves product performance. In addition, this study empirically examines the indirect effects of supplier and customer integration processes on product performance, mediated by innovation. This has seldom been attempted in previous research. The empirical findings show that product codevelopment with suppliers improves performance, mediated by innovation. However, the sampled firms cannot improve their product innovation by sharing information with their current customers and suppliers as well as codeveloping new products with the customers. If the adoption of supplier and customer integration is not cost free, the findings of this study may suggest firms work on particular supplier and customer integration processes (i.e., product codevelopment with suppliers) to improve their product innovation. The study also suggests that companies codevelop new products only with new customers and lead users instead of current ones for product innovation. For managers, this study has demonstrated that both information sharing and product codevelopment affect performance directly and indirectly. Managers should put more emphasis on these key processes, especially when linked with product innovation. Managers should consider involving their suppliers and customers in the early stages of design. Information sharing with suppliers is also important in product development. As suggested by this study, extensive effort on supplier and customer integration should be made to directly augment current product performance and product innovation at the same time.

Lee CT (2010) Selecting Technologies for Constantly Changing Applications Markets. Research-Technology Management 53:44-54 An application-oriented methodology using tear-down analysis and strategic evaluation can forecast technological trends and prioritize technologies for investment in markets where applications are constantly changing. Technologies are prioritized by assessing their market attractiveness and the organization competitive position. Competitive strategies are formulated through a SWOT analysis, and then translated into the weights and/or scores of the variables associated with market attractiveness and competitive position. Successful applications of the methodology to leading semiconductor foundry companies have demonstrated its usefulness. Extended applications of the methodology to major players along the semiconductor industry supply chain have also been demonstrated. Although formulated for the semiconductor industry, many aspects of this methodology can be applied to other industries that exhibit a technology driven by applications markets.

Lee J, Veloso FM, Hounshell DA, Rubin ES (2010) Forcing technological change: A case of automobile emissions control technology development in the US. Technovation 30:249-264 This article investigates how regulated automakers and upstream component suppliers comply with "technology-forcing" regulations, or laws that set performance standards beyond their usual technological capabilities. In particular, this article examines how firms manage and organize their research and development (R&D) processes concerning automobile emissions control technologies amid the uncertainties resulting from the issuance of new regulations This study involves the analyses of patents, interviews with experts, references

to technical papers published for conferences of the Society of Automotive Engineers (SAE), and use of learning curves The results of this study show that the high regulatory standards under the technology-forcing regulation played an important role in forcing technological innovations and determining subsequent direction of technological change Component suppliers were important sources of innovation in the 1970s, but over the course of technological evolution, automakers gradually emerged as the locus of innovation This study also shows that firms strategically manage architectural and component knowledge in the presence of uncertainties about their technological capacity to meet new auto emissions control standards.

Lee JJ, Duong VTE (2010) Analysis of the Cambodia's Garment Industry and Catch-up Strategy. Asian Journal of Technology Innovation 18:97-123 This article aims to assess the capabilities of Cambodia's garment industry in the post-Safeguard Policy era, and the country's ability to upgrade its garment assembling status to Original Equipment Manufacture (OEM) status. This article analyzes and proposes a strategic positioning of Cambodia's garment industry in the next decade by utilizing the analytical framework developed by the US International Trade Commission (USITC) in 2004. Findings from the USITC framework-based assessment have been illustrated in a cobweb-shaped diagram to show an analogy of Cambodia's garment industry in comparison with that of China and Vietnam. For the improvement of the current working environment and the forthcoming upgrading process, a trajectory of the Cambodia's garment industry has been projected in three vital stages: (1) assembling, (2) OEM, and (3) original brand manufacturing. In response to the first objective, the Cambodia's garment industry is predicted to face a high risk of industrial downturn in the post-2008 era due to the internal weaknesses in the supply side. For the second objective, the shift from Cambodia's current garment assembler status to OEM status will take a long time and require training of local managers and skilled workers.

Lee KR (2010) Obituary to Chris Freeman 1920-2010 Asian Countries and Chris Freeman. Asian Journal of Technology Innovation 18:241-246

Lee PC, Su HN (2010) Investigating the structure of regional innovation system research through keyword co-occurrence and social network analysis. Innovation-Management Policy & Practice 12:26-40 Research on regional innovation systems (RIS) has evolved into a widely used analytical framework generating the empirical foundation for innovation policy making. The purpose of this research is to shed light on network-based author keyword analysis by integrating social network analysis and bibliometric analysis on the development of RIS research. A total of 432 papers belonging to 36 countries, 276 research institutes, and comprising 1165 keywords, are retrieved from the Web of Science databases for network construction and analysis. The obtained network in this study is capable of providing visual and quantitative insights into the publication trends or knowledge evolution of RIS. Network actors chosen in this study include country, research institute, first author, and keywords. These constitute four types of networks defined in this study: three research focus parallelship (RFP) networks (RFP-country network, RFP-institute network, RFP-author network) and one keyword co-occurrence (KCO) network.

Lee S, Kim MS (2010) Inter-technology networks to support innovation strategy: An analysis of Korea's new growth engines. Innovation-Management Policy & Practice 12:88-104 As the interactions between technologies increase during the innovation process, which is well described in the concept of fusion technology or a multi-technology industry, recent innovation research has given much attention to inter-technology networks. This study reviews two techniques to develop such networks using patent data, a patent interaction network (PIN) and a patent citation network (PCN). This review's purpose is to understand their features and to argue that the two techniques can be complementary. It also tries to explain how the techniques can be used individually and collectively to provide useful information for innovation strategy through a case study. The case study focuses on Korean innovation strategy and the relations between 17 new growth engines announced by the Korean government. The analysis of the results is expected to help understand the hidden dynamics of technology interactions during the innovation process and will ultimately support to develop innovation strategy.

Lee SS, Kim Y (2010) The impact of efficiency parameters on firms' innovative activities: Evidence from Korean firm-level data. Innovation-Management Policy & Practice 12:283-297 This paper extends the research on the R&D patent relationship by distinguishing the factors affecting R&D productivity (which is

defined as 'efficiency parameters) from the factors associated with the propensity of firms to patent, and estimates the impacts of the factors on innovative output. A data set from 1255 firms with nonzero R&D expenditures in Korea was studied, and the results show that efficiency parameters such as in-depth patent searches and revenue splitting policy for employee-inventors influence firm's innovative output through 'R&D productivity' effect. These results mean that we can improve firm's innovation output by changing efficiency parameters through a firm's investment or government support in a relatively short period.

Lee VH, Ooi KB, Tan BI, Chong AYL (2010) A Structural Analysis of the Relationship between TQM Practices and Product Innovation. Asian Journal of Technology Innovation 18:73-96 The purpose of this paper is to examine the relationship between total quality management (TQM) practices and product innovation performance as perceived by managers in electrical and electronics (E&E) organizations in Malaysia. This study is based on empirical data collected from a survey of 125 managers of E&E firms. Structural equation modeling analysis is conducted to test the research questions presented in this paper. Results reveal that leadership, strategic planning, customer focus, information and analysis, human resource management, and process management are positively associated with product innovation performance. Information and analysis is perceived as a dominant TQM practice in improving firm's performance on product innovation. This analysis is especially vital for senior managers of E&E companies who want to establish innovation capability. Senior managers can focus their efforts on TQM practices as means of maximizing organizational gains via product innovation in the context of a competitive environment.

Lee YJ (2010) Identification of Technology Transfer Options Based on Technological Characteristics. Asian Journal of Technology Innovation 18:1-21 Traditionally, licensing has been the dominant channel for the commercialization of the intellectual property of public sectors. However, performing the cooperative R&D and formation of spin-off companies has become an alternative route for technology transfer. With plenty of options by which public research institutes (PRI) can employ technology transfer, one should determine first the appropriate channel for the transfer in order to establish the appropriate strategy. This paper builds a theoretical framework to match the mode of technology transfer with two key conditions: (1) absorptive capacity of recipient firms and (2) dependence on complementary assets. The theoretical discussion elucidates that the combination of lower level of absorptive capacity and less dependence on complementary assets favor the creation of new firms as a mode of technology transfer; the opposite combination favors cooperative research and development (R&D), and the in-between case supports licensing as an appropriate mode of transfer. Based on the theoretical framework, we analyzed the case of chemical industry in Korea utilizing the concept of patent portfolio analysis.

Leung F (2010) New paradigms for the future: keynote perspectives from The R&D Management Conference 2008. R & D Management 40:4-9 The R&D Management Conference 2008 theme of 'emerging and new approaches to R&D management' sought to draw out how R&D-based organizations today are changing the way they manage (in terms of novel approaches, techniques, models and tools) in face of the challenges and opportunities presented in the current environment. Six keynote presentations by executives, representing both the public and private sectors, elaborated on the following subjects reflecting their experiences on the theme: hyperconnectivity and changing R&D tenets, accelerating discoveries in human health via open access public-private partnerships, role of government in bridging the innovation gap, building sustainability and innovation in a traditional resource sector, R&D management in the aerospace sector, and leveraging diversity to build a culture of innovation. Their presentations highlighted amongst other things - global trends that are affecting how R&D organizations are operating, economic imperatives driving change in business models, working through partnerships within an open innovation environment, and leveraging the diversity presented by an increasingly globalized R&D workforce for success. Within these presentations are also challenges to researchers to generate new thinking to address current and future problems presented by the R&D environment. The keynote perspectives are summarized in this paper.

Lhuillery S, Pfister E (2010) Do Firms Know the Scope of their R & D Network? An Empirical Investigation of the Determinants of Network Awareness on French Survey Data. Industry and Innovation 18:105-130 Although research and development (RD) networks influence the innovation performance of their members, firms may not be fully aware of the scope of their network. In particular, due to cost reasons,

they may not be fully informed of their oindirect tieso, that is, of the ties between their partners and other firms. To investigate this issue, the paper uses a survey inquiring about whether firms are aware of the ties that their main direct RD partners may (or may not) have between themselves. Our results show that responding firms are more informed about their partners' other collaboration projects when the partnership is more directly linked to intangible RD capital, when at least one partner is a public research organization or when the partnership is needed to access a new market. Network awareness is also higher when both RD partners are from the same type (e.g. public research organization, companies, technical centers). Firms with a high RD intensity or with a large size, as well as those affiliated to a group, are less likely to know their indirect ties. Finally, network awareness is lower in high-technology industries.

Li HL, Tang MJ (2010) Vertical integration and innovative performance: The effects of external knowledge sourcing modes. Technovation 30:401-410 We set out in this study to analyze the impact of vertical integration on the innovative performance of a firm and to explore the interaction between vertical integration and different modes of external knowledge sourcing. Our empirical results reveal an initial increase in the effect of vertical integration on innovative performance up to a certain level of integration, although this is subsequently followed by a decline: that is, the relationship is characterized by an inverted U-shape. The results further reveal that external knowledge sourcing is positively related to the innovative performance of a firm, albeit with a negative interaction with the level of vertical integration. In other words, firms with higher levels of vertical integration may be faced with barriers to the acquisition of external knowledge. Our findings suggest that firms should be cautious in their pursuit of a strategy of vertical integration, given the non-monotonic impact on innovative performance, whilst an increase in the level of vertical integration is also likely to diminish the effectiveness of the external knowledge sourcing.

Li YA, Su ZF, Liu Y (2010) Can strategic flexibility help firms profit from product innovation? Technovation 30:300-309 Although it is generally acknowledged that product innovation is critical for firms to sustain their competitive advantages, innovating firms sometimes fail to obtain economic returns from product innovation. This study focuses on the moderating effect of strategic flexibility (composed of resource flexibility and coordination flexibility) on the relationship between product innovation and firm performance, in order to address an important but previously unexplored question: Can strategic flexibility help firms profit from product innovation? Our empirical test, utilizing a sample of 607 Chinese firms, reveals that the moderating effect of resource flexibility on the positive relationship between product innovation and firm performance is negative, while that of coordination flexibility is positive. Further, such moderating effects are especially likely to be profound for firms confronting a high level of competitive intensity. We conclude by discussing our contributions, the implications, and possible future extensions.

Lichtenthaler U (2010) Technology exploitation in the context of open innovation: Finding the right 'job' for your technology. Technovation 30:429-435 In light of the recent economic crisis, many industrial firms attempt to capture additional value from their technologies by means of open innovation strategies. Besides acquiring external technology, many firms therefore increasingly try to license their own technology to other firms either exclusively or in addition to its application in their own products. This article shows that technology licensing offers important strategic benefits beyond generating licensing revenues, which underscore the need for an integrated management of technology licensing activities. Therefore, this article extends the concept of job-related markets that was recently developed in the managerial literature. A 'job' is the fundamental problem that a customer needs to resolve in a particular situation. Managers may transfer this job-related understanding to technology licensing activities because the right 'job' for a technology may be outside a firm's boundaries, and it may help firms to identify additional licensing opportunities. On this basis, the article presents the concept of an integrated technology exploitation roadmap, which allows firms to use the job-related markets to integrate technology licensing in their strategic planning processes. An example of a machinery firm shows how this roadmap may contribute to strengthening a firm's licensing business.

Lin BW, Wu CH (2010) How does knowledge depth moderate the performance of internal and external knowledge sourcing strategies? Technovation 30:582-589 Management literature has consistently shown that knowledge is the most important source of competitive advantage for a firm However it is still not clear how knowledge can lead to competitive advantage and how firms can find strategies to leverage their

knowledge bases This study considers the strategic implications of knowledge depth and three knowledge-sourcing strategies R&D strategic alliances and acquisitions The main and interaction effects of these factors were tested in the context of the US technology firms The results confirmed the strategic role of knowledge and external leveraging strategies We also found that technology firms with weak knowledge depth should focus on internal R&D to accumulate knowledge in core technology areas while those with strong knowledge depth should lower internal R&D intensity and shift their strategic resources to inter-firm alliances and acquisitions.

Lindsay J, Hopkins M (2010) FROM EXPERIENCE: Disruptive Innovation and the Need for Disruptive Intellectual Asset Strategy. Journal of Product Innovation Management 27:283-290 Disruption has become a popular business term, yet it is often used so loosely as to convey almost nothing of substance. Here a largely neglected factor is addressed: the role of intellectual assets in securing opportunities for or averting threats from disruptive innovations. While the literature explains why the decision-making systems in large established companies cause difficulty in responding effectively to disruptive innovation the generation of intellectual assets (e.g., patents, publications, trademarks) typically is not subject to the same cultural and structural barriers. Though it may be difficult to convince a business to invest millions in pursuit of a speculative disruptive innovation, it is much easier for a small team to gain support in pursuing low-cost intellectual assets in the name of mitigating potential threats. A two-pronged approach is proposed that builds on the authors' experience at Kimberly-Clark Corporation in dealing with disruptive threats and opportunities. The approach calls for generation of intellectual assets, often using small proactive teams, to (1) protect an existing business by reducing competitive risks from disruptive innovation, including the risk of new products with disruptive potential and the risk of associated competitive patents that might limit one's response; and (2) prepare for future new and disruptive business opportunities that could be protected or strengthened by the intellectual assets generated. Kimberly-Clark's growing experience with this approach suggests that it may be a valuable component of one's strategy for innovation and protection of the business.

Linstone HA (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory development?' Technovation 30:556-556

Linton JD (2010) Determining fit between research and journal with only two words-Some advice for young researchers on publishing and reviewing. Technovation 30:551-553

Linton JD (2010) How do technology innovation management journals stack up against the Financial Times 45 - Impressively - and other notes. Technovation 30:483-484

Liu CG, Lian J, Yin Y, Li WJ (2010) Seru Seisan- An Innovation of the Production Management Mode in Japan. Asian Journal of Technology Innovation 18:89-113 Seru Seisan also called beyond lean m many Japanese manufacturing industries is an innovation of the production management mode in Japan Although an increasing number of manufacturing enterprises in Japan have been adopting this strategy with great success it is not popular among manufacturing enterprises and researchers out of Japan This paper provides a brief introduction of Seru Seisan to promote the strategy worldwide First a report on the origin of Seru Seisan and an analysis on its generation background are provided Second the differences between Seru Seisan and the conventional cell production are shown The characteristics advantages and disadvantages of Seru Seisan are also investigated A summary of the Seru modalities that appear during its evolution is presented as well Finally, several key problems for further research on Seru Seisan are presented

Liu J, Chaminade C (2010) Dynamics of a technological innovator network and its impact on technological performance. Innovation-Management Policy & Practice 12:53-74 This paper examines the dynamics of a technological innovator network (TIN) of a state-owned textile company in underdeveloped southwest China. It addresses two research questions: how the structure of the TIN evolved in the past 10 years; and what impact it had on the technological performance of the firm. The case study reveals that the general structure of the TIN and the positioning of the actors influence not only the amount of technological innovations but also the predominant type (product versus process innovations). TINs that are adequate for process innovation may not be as efficient for product innovation.

Lucena A (2010) The Organizational Designs of RD Activities and their Performance Implications: Empirical Evidence for Spain. Industry and Innovation 18:151-176 Through a rich panel of Spanish manufacturing companies, this study examines the hypothesis that the formation of inter-organizational complementarities in RD depends on the type of alliance chosen by a firm to leverage its own RD. To test this hypothesis, the study compares the capacity of different organizational designs of internal and external RD activities to produce complementarities. The results indicate the existence of complementarities for cases where firms combine their own RD with research collaboration. No complementarities are found for cases where firms adopt both intramural and RD outsourcing jointly. Additionally, a comparison of the factors driving choices on RD reveals that the use of oinnovation management practiceso and the presence of otechnological opportunitieso relate more to the adoption of research collaboration than to the adoption of RD outsourcing. These findings are relevant as they may explain the reported differences in the production of complementarities.

Luke B, Verreynne ML, Kearins K (2010) Innovative and entrepreneurial activity in the public sector: The changing face of public sector institutions. Innovation-Management Policy & Practice 12:138-153 This paper investigates the drivers and facilitators of innovative and entrepreneurial activity in three New Zealand state-owned enterprises (SOEs). Illustrative cases reveal that those aspects typically associated with entrepreneurship, such as innovation, risk acceptance, pro-activeness and growth, are supported by a number of other elements within the public sector context studied. These elements include external drivers related to performance, including operational excellence and cost efficiency. They also comprise internal facilitators such as a more flexible culture, an investment in people, a focus on branding, and the deliberate application and transfer of knowledge. The implications are twofold. First, that innovation and entrepreneurship in the public sector can go beyond government policy-making, with the SOE model representing an important policy decision and sector of the New Zealand Government. And second, that the impact of several SOEs on international markets suggests competition on the global stage will increasingly come from both public and private sector organisations.

Maccoby M (2010) The 4 Rs of Motivation. Research-Technology Management 53:60-61

Maccoby M (2010) Learn Change Leadership from Two Great Teachers. Research-Technology Management 53:68-69

MacGregor SP (2010) Unleashing Innovation: How Whirlpool Transformed an Industry. Journal of Product Innovation Management 27:136-137

Maggioni MA, Uberti TE, Usai S (2010) Treating Patents as Relational Data: Knowledge Transfers and Spillovers across Italian Provinces. Industry and Innovation 18:39-67 The paper applies a relational perspective to patent data in order to investigate the characteristics of innovation flows within and across 103 Italian NUTS3 regions (province). In this way it is possible to use the CRENoS database on regional patentingbuilt on EPO data spanning from 1978 to 2003to investigate the scientific and technological orelationso among oinvention-creatingo and oinvention-adoptingo territories. In particular, patents are used as relational data connecting inventors and applicants along a dual interpretation of a oknowledge productiono and a oknowledge utilizationo function. In addition a gravity model is used to identify frictions and attractions of the Italian innovation system. Analytical tools, such as social network analysis, spatial econometrics and negative binomial estimation procedures, are used to map and measure the structure and the evolution of a series of innovation sub-systems, both at territorial level (i.e. province) and at the industry level (i.e. five specific industries, chosen according to the Pavitt's taxonomy, Footwear, Textiles, Machinery, Personal Computers and Chemicals).

Malik K (2010) Principle Concepts of Technology and Innovation Management: Critical Research Models. R & D Management 40:510-511

Mangan A, Fernandes S, Chapas R (2010) By-Product Synergy Projects: Regional Collaboration Engines Driving Innovation. Research-Technology Management 53:5-6

Manniche J, Testa S (2010) Knowledge Bases in Worlds of Production: The Case of the Food Industry. Industry and Innovation 17:263-284 This paper aims to contribute to research on the knowledge dimension of industrial innovation and competitive advantage by combining two conceptual constructs that are applied in growing but separate bodies of research. One, the so-called oSAS modelo, regards knowledge bases of firms and distinguishes between Synthetic, Analytical and Symbolic knowledge. The second, the oWorlds of Productiono construct, classifies firms according to differences in technologies and markets and outlines four possible action frameworks within which companies operate and innovate. Combining these conceptualizations seems to enrich analyses within both perspectives and provide a useful framework for studies on knowledge dynamics in different economic contexts. Empirical evidence regarding knowledge dynamics of two oalternative foodo producers is presented, indicating that symbolic knowledge which in current literature is mainly delimited and described within cultural industries, may also be relevant for other industries such as the alternative food sub-sector.

Maritz A (2010) Networking, entrepreneurship and productivity in universities. Innovation-Management Policy & Practice 12:18-25 The importance of networking in fostering entrepreneurial activities has been widely researched over the last decade. There is however limited evidence of the association between these two constructs in a knowledge-based environment. As universities are under constant pressure to improve the productivity of academic staff, we examine the role of social interaction in fostering entrepreneurial activities. A web-based survey is implemented, facilitated by empirical analysis using correlation and multiple regression to probe the relationship between these constructs. Whilst it can be concluded that the constructs are all multidimensional, varying relationships were identified when statistically examining the interrelations. Overall, there is a significant relationship between networking and productivity. Entrepreneurship also portrays such significance, albeit varying between dimensions of autonomy, innovativeness, risk taking, proactiveness and competitive aggressiveness.

Markham SK, Ward SJ, Aiman-Smith L, Kingon AI (2010) The Valley of Death as Context for Role Theory in Product Innovation. Journal of Product Innovation Management 27:402-417 The purpose of this paper is to define and explain the front end of product innovation as a discrete segment of development between research and product development. The Valley of Death is used as a metaphor to describe the relative lack of resources and expertise in this area of development. The metaphor suggests that there are relative more resources on one side of the valley in the form of research expertise and on the other side by commercialization expertise and resources. Within this valley a set of interlocking roles are examined that move projects from one side to the other. The empirical methodology used in this study gathered data from 272 Product Development & Management Association (PDMA) members with extensive experience in the front end of product development using a Web-based survey instrument. Extensive pretests with experienced practitioners were conducted to develop the instrument. Results indicate that significant development takes place before projects enter into a firm's formal product development process. The data also support the roles of champion, sponsor, and gatekeeper as major actors that work together to develop and promote projects for introduction into the formal process. Champions make the organization aware of opportunities by conceptualizing the idea and preparing business cases. Sponsors support the development of promising ideas by providing resources to demonstrate the project's viability. Gatekeepers set criteria and make acceptance decisions. The data also reveal a dynamic interdependence between role players. It is concluded that the Valley of Death is a productive tool for identifying and understanding a critical area of development that has not been adequately addressed. This research finds a dynamic interplay between roles to accomplish tasks that are not well understood in practice or the literature. The implications of this research are far-ranging. It suggests that companies must understand the challenges in the valley, must develop the skills, and must make resources available to master the front end of product innovation. Recognizing roles, providing resources, and establishing expectations and accountability in this area of development become manageable in light of these results. Theoretically, this research informs role theory of a dynamic set of relationships previously treated as static. It also empirically investigates an area of product development where there is limited data. This paper opens profitable inquiries by focusing on an area of development not adequately researched yet drives the activities and investment made in subsequent steps of product development.

Martin MJC (2010) Selling Solar: The Diffusion of Renewable Energy in Emerging Markets. R & D Management 40:209-210

Massini S, Perm-Ajchariyawong N, Lewin AY (2010) Role of Corporate-Wide Offshoring Strategy on Offshoring Drivers, Risks and Performance. Industry and Innovation 17:337-371 In this study we investigate the role of corporate offshoring strategy on offshoring decisions and performance. Based on 876 offshoring projects from 226 companies obtained by means of surveys conducted in the USA and Europe, we examine the effect of offshoring strategy on factors influencing firms' views of offshoring, and the effect of offshoring strategy on offshoring performance. Separate analyses were conducted for US and European companies in order to explore any regional heterogeneity in offshoring. A comparative analysis between companies with and without an offshoring strategy reveals that when making offshoring decisions, the former consider a broader range of factors (drivers, risks and locations) as important compared to companies without an offshoring strategy, suggesting association between offshoring strategy and managerial attention. The results also indicate that the adoption of a corporate offshoring strategy has a significant positive effect on cost savings achieved from offshore implementations, and that innovation activities have a significant negative impact on cost savings, but only for European companies.

Mathews JA, Hu MC, Wu CY (2010) Fast-Follower Industrial Dynamics: The Case of Taiwan's Emergent Solar Photovoltaic Industry. Industry and Innovation 18:177-202 The world is on the cusp of major transformations of energy systems, with solar photovoltaic (PV) systems providing one of the most promising alternatives to fossil fuels. Amongst the countries moving to take advantage of the new production possibilities thus being opened up is Taiwan, employing in this new sector its characteristic strategies of fast followership that it has perfected in earlier industrial shifts involving semiconductors, ICT products and flat panel displays. This paper provides an interim assessment of Taiwan's early entry strategies, involving a focus on mainstream crystalline silicon solar cells, as well as entry into emerging niche sectors such as thin-film second-generation cells and concentrated solar cells utilizing novel semiconductor materials. Taiwan firms' fast-follower strategies are highlighted and assessed in light of the literature on industrial dynamics and catch-up processes generally. The paper makes a contribution to theory in building nine propositions regarding fast followership, based on prior industrial experiences and this latest episode in the solar PV industry. Taiwan's strategies as a model for China are discussed, while the paper proposes Taiwan as an alternative to the oclosedo and oopeno models of photovoltaic diffusion identified for Japan and the USA.

Mathews S (2010) Innovation Portfolio Architecture. Research-Technology Management 53:30-40 An innovation portfolio, which is focused on early-stage ideas whose role in the overall strategy is still evolving, is very; different from a project portfolio, which is focused on managing products in development. Our company sought to implement an innovation portfolio program to manage the development of concepts from initial idea to the front end of the project portfolio. The design of the innovation portfolio was motivated by the desire to increase the number and quality of projects entering into the project portfolio process. The innovation portfolio must allow for an evolving strategy as the most promising concepts emerge, leveraged by incremental investments. Unlike a project portfolio, attrition in the innovation portfolio will be very high, with concepts being shelved at each phase of analysis. The innovation portfolio is still in the process of thorough evaluation, but initial results are encouraging.

Matsumoto M, Yokota S, Naito K, Itoh J (2010) Development of a model to estimate the economic impacts of R&D output of public research institutes. R & D Management 40:91-100 This paper proposes a modeling framework to estimate the economic impacts of R&D output of public research institutes. The framework models the process of R&D output generating the economic impacts. The authors collect case data of market-creation economic impacts originating from R&D output of the National Institute of Advanced Industrial Science and Technology, Japan. On the basis of the case studies, the process of R&D output generating economic impacts is modeled in the following four stages: (1) R&D output, (2) technology transfer, (3) commercialization, and (4) market impacts. The model describes these stages using six parameters. This paper presents the model and case studies, and discusses the application of the model.

Mattarelli E, Tagliaventi MR (2010) Work-Related Identities, Virtual Work Acceptance and the Development of Glocalized Work Practices in Globally Distributed Teams. Industry and Innovation 17:415-443 Technological advances and economic changes have enabled distant collaboration between

knowledge workers, and contributed to the increased use of globally distributed teams to accomplish knowledge-intensive work. This paper presents exploratory research that aims to improve our understanding of the interplay between multiple work identities and their effect on globally distributed teams' outcomes. We compare two globally distributed teams in Western organizations offshoring RD activities towards emerging countries. Our grounded model shows that acceptance of virtual work is facilitated when the perception of different professional identities across sites is moderated by a shared organizational identity; when managerial support promotes cultural integration and diffused knowledge about the strategic objectives of virtual work; and when glocalized work practices are promoted and sustained over time. We conclude with a discussion of theoretical and practical implications.

McAdam M, McAdam R, Galbraith B, Miller K (2010) An exploratory study of Principal Investigator roles in UK university Proof-of-Concept processes: an Absorptive Capacity perspective. R & D Management 40:455-473 The increasing emphasis on academic entrepreneurship, technology transfer and research commercialisation within UK universities is predicated on basic research being developed by academics into commercial entities such as university spin-off companies or licensing arrangements. However, this process is fraught with challenges and risks, given the degree of uncertainty regarding future returns. In an attempt to minimise such risks, the Proof-of-Concept (PoC) process has been developed within University Science Park Incubators (USIs) to test the technological, business and market potential of embryonic technology. The key or the pivotal stakeholder within the PoC is the Principal Investigator (PI), who is usually the lead academic responsible for the embryonic technology. Within the current literature, there appears to be a lack of research pertaining to the role of the PI in the PoC process. Moreover, Absorptive Capacity (ACAP) has emerged within the literature as a theoretical framework or lens for exploring the development and application of new knowledge and technology, where the USI is the organisation considered in the current study. Therefore, the aim of this paper is to explore the role and influence of the PI in the PoC process within a USI setting using an ACAP perspective. The research involved a multiple case analysis of PoC applications within a UK university USI. The results demonstrate the role of the PI in developing practices and routines within the PoC process. These practices and processes were initially tacit and informal in nature but became more explicit and formal over time so that knowledge was retained within the USI after the PIs had completed the PoC process.

McNally RC, Cavusgil E, Calantone RJ (2010) Product Innovativeness Dimensions and Their Relationships with Product Advantage, Product Financial Performance, and Project Protocol. Journal of Product Innovation Management 27:991-1006 A considerable body of research informs the relationship of product innovativeness with firm and environmental variables as well as the impact of product innovativeness on product financial success. While providing significant insight, the extant literature exhibits conflicting findings that raise questions as to how, specifically, product innovativeness contributes to product financial performance. This study ties together several streams of research related to the product innovativeness construct to enhance understanding of the product innovativeness-product financial performance relationship. The product innovativeness construct is deconstructed by conceptualizing the relationships among three dimensions of product innovativeness: technological discontinuity, marketing discontinuity, and customer discontinuity. Product innovativeness is distinguished from product advantage, and the relationships among product innovativeness dimensions, product advantage, and product financial performance are empirically tested. The results reveal that, indeed, product innovativeness consists of three separate dimensions that exhibit no or moderate correlations with product advantage. Furthermore, product advantage positively and marketing discontinuity negatively influence product financial performance. Finally, the study also examines how project protocols impact the product innovativeness dimensions. Project protocols, also known as product definitions, describe the general parameters a new product should exhibit (i.e., target segments, product functions and features, base technology, pricing, communication and distribution channels, and required resources) as well as the priorities of the general parameters. Because they guide product design and set priorities and have been found to be a dominant driver of product financial performance, project protocols are important. The present study enhances understanding of how project protocols influence the dimensions of product innovativeness, finding that project protocols positively impact product financial performance indirectly through product advantage and marketing discontinuity.

McNamee RC, Schoch N, Oelschlaeger P, Huskey L (2010) Collaboration Continuum: Cultural and Technological Enablers of Knowledge Exchange. Research-Technology Management 53:54-57

Mehlman SK, Uribe-Saucedo S, Taylor RP, Slowinski G, Carreras E, Arena C (2010) Better Practices for Managing Intellectual Assets in Collaborations. Research-Technology Management 53:55-66 Firms moving to a model in which they complement their internal innovation of efforts with innovation from external sources need to manage their intellectual property carefully. This requires careful internal alignment and appropriate negotiations of non-disclosure and joint development agreements, at times that are appropriate for maintaining IP rights. Moving too soon can expose the firm to contamination, but waiting too long (while negotiating agreements) can result in a loss of the fruits of the collaboration. Likewise, the timing of negotiating commercial terms is a critical decision as the market-facing firm has more power new technology is demonstrated. But the power shifts once a technology is demonstrated, and spending time negotiating commercial terms for unproven technology can waste scarce resources.

Mehra K, Joshi K (2010) The enabling role of the public sector in innovation: A case study of drug development in India. Innovation-Management Policy & Practice 12:227-237 The paper explores the role of various actors and their interactions in biotechnology based antifungal drug development within the perspective of National Innovation Systems. It portrays the type of involvement of differential actors, their linkages and how such relationships evolve. It also analyses the role of decision makers (as individuals) in the ambit of organizational and institutional settings in influencing the innovation process. The case confirms the key role played by the public sector in facilitating the successful commercialization of indigenously developed drug.

Meyer MH, Marion TJ (2010) Innovating for Effectiveness: Lessons from Design Firms. Research-Technology Management 53:21-28 Product and business innovation are integral to corporate growth. Insights into improving the design and development process can help achieve better innovation outcomes. We report the findings of a study of design firms including IDEO and Continuum that are recognized as standard bearers for innovation. We found that these firms use special approaches to innovation that include team structure, governance, and milestone planning processes. We synthesize the findings into five lessons for the R&D manager: apply user-centered design, define the innovation opportunity space strategically, use agile prototyping, establish communities of practice, and avoid rigorously gated management processes. We offer strategies for implementing these lessons in the R&D organization.

Meyer MH, Marion TJ, Crane FG (2010) Selling Innovation to the C-Suite. Research-Technology Management 53:15-20

Minshall T, Mortara L, Valli R, Probert D (2010) Making "Asymmetric" Partnerships Work. Research-Technology Management 53:53-63 "Asymmetric" partnerships between technology-based start-ups and large firms represent one route by which an open innovation strategy can be implemented. Asymmetric partnerships can provide benefits to both resource-constrained start-ups and capability-rich larger firms. However, there are numerous management challenges to the successful setup and management of such partnerships. Valuable management lessons can be learned from the experience of entrepreneurs, managers, investors, and lawyers involved in successful and failed asymmetric partnerships.

Mitchell R, Hunt F, Probert D (2010) Valuing and Comparing Small Portfolios. Research-Technology Management 53:43-54 OVERVIEW: Many of the tools used in valuing and selecting projects are justifiably applicable only to large portfolios because they assess value by using statistical concepts, such as probability, mean and risk. However portfolios are seldom large enough for this to be valid. Nevertheless, it is possible to compare projects and select a small portfolio in a simple and logically-defensible way by appropriately analyzing the distribution of outcomes that can be predicted for each project. Each project is regarded as a wager where the possibility of outcomes worse than a benchmark ("Down') is placed against the possibility of above-benchmark performance ("Up'). Projects are selected on the basis of the (suitably defined) ratio of Up/Down until the risk budget is used up. No subjective balancing of "risk" and "reward" is involved. The approach is simple and logical although it requires an uncomfortable change of perspective.

Mnisri K (2010) The Routledge Companion to Creativity. R & D Management 40:432-432

Moenaert RK, Robben H, Antioco M, De Schamphelaere V, Roks E (2010) Strategic Innovation Decisions: What You Foresee Is Not What You Get. Journal of Product Innovation Management 27:840-855 This research attempts to (1) identify the factors that influence strategic decision making (i.e., a choice made among various strategic options), and (2) establish their relative importance in the context of new product development. Hence, this study's research question is formulated as follows: from a descriptive perspective what factors prevail in managers' strategic decision making on new product development, and from a normative perspective is this behavior optimal? An exploratory case research study generated a four-dimensional framework of strategic decision making. In 17 companies, the decision-making processes and subsequent implementation of 22 business innovation projects were studied. Managers' choices are determined by the assessment of (1) the business opportunity, (2) the feasibility, (3) the competitiveness, and (4) the leverage opportunities provided by the strategic option. The research question was then further addressed in a field site survey of 144 managers of ChemCorp, a global, multidivisional chemicals company. The ex ante conjoint study shows that feasibility and business opportunity prevail over competitiveness and leverage at the decision-making moment. Using PLS-Graph revealed that a manager's idiosyncrasies and the current and the future context of the division to which they belonged barely affected the relative weight of the decision-making criteria: only the division's customer power and the threat of new entrants significantly influence positively the support for business opportunity assessments. This raised an important question: if feasibility and business opportunity appear as being, overall, the two most important strategic decision-making criteria ex ante, are they key differentiators between success and failure ex post? An ex post critical incident study was conducted on 75 successful innovations and 69 failed innovations reported by the ChemCorp respondents. Using PLS-Graph, this study shows that the competitiveness of a strategic option is a very important predictor of new project success. While the findings await replication in other industries (e.g., industries of a less capital-intensive nature), they are intriguing: strategic innovation decision making may be off track when reality is accounted for.

Moon J, Swar B, Choe YC, Chung M, Jung GH (2010) Innovation in IT outsourcing relationships: Where is the best practice of IT outsourcing in the public sector? Innovation-Management Policy & Practice 12:217-226 In recent years IT outsourcing has evolved from a formal contractual-based practice to a relationship-based practice. This new practice is viewed as an innovation in IT outsourcing in the public sector. The main goal of this study is to conduct an empirical investigation on IT outsourcing projects in the public sector to examine the best IT outsourcing practices from the relationship perspective. A four outsourcing relationship types (FORT) framework is applied to 178 IT outsourcing projects initiated by 56 different government organizations in Korea. Data shows that the best practice of IT outsourcing in the public sector can be achieved when strategic impact of the outsourced IT is highest and the extent of substitution by the vendor is large but not fully substituted This finding can be explained in terms of government organization's fear of loss of control and conservative organizational culture.

Mortara L et al. (2010) Developing a Technology Intelligence Strategy at Kodak European Research: Scan & Target. Research-Technology Management 53:25-+ Kodak European Research (KER) developed a strategy for technology intelligence based on a theoretical model developed by Kerr et al. (2006). KER scouts designed and implemented a four-step approach to identify relevant technologies and research centers across Europe. Africa and the Middle East. The approach provides clear guidance for integrating web searches, scouting trips, networking and interactions with intermediaries. KER's example illustrates how companies can organize themselves to look outside corporate boundaries in search of technologies relevant for their business. The approach may be usefull to those in other companies who have been asked to start a technology intelligence activity.

Mote J (2010) Syndication, Networks and the Growth of Venture Capital in Philadelphia, 1980-99. Industry and Innovation 18:131-150 This paper explores the use of venture capital syndication among venture capital firms in the Philadelphia region from 1980 to 1999. The central question in the analysis is the extent to which regional actors have embraced a new type of investing. To explore this question, the paper looks at the distribution of syndication ties, that is, patterns of co-investment among venture capital firms. In particular, the analysis explores patterns of syndication and network structure among venture capital firms to

identify not only the extent of syndication but also cliques and clusters among syndication partners. The analysis utilizes an extensive database consisting of venture capital disbursements and investments in the Philadelphia region from 1980 to 1999. The paper finds that the use of syndication among Philadelphia venture capital firms was limited in nature. Although Philadelphia venture capital firms syndicated extensively with venture capital firms from outside the region, syndication among partners tended to be highly parochial. In addition, the emergence of a dominant clique of venture capital firms is documented, and their impact is discussed.

Mulenburg G (2010) Work Breakdown Structures: The Foundation for Project Management Excellence. Journal of Product Innovation Management 27:779-781

Muller-Seitz G, Reger G (2010) Networking beyond the software code? an explorative examination of the development of an open source car project. Technovation 30:627-634 At present several initiatives have emerged that claim to be innovative while acting according to the mechanisms of open source software (OSS) a field frequently deemed to be a role model for open innovation Against this background this study focuses on a case study of the development of an automobile Based on a commons-based peer production-Informed perspective we show that this project displays a variety of characteristics that are usually associated with OSS projects In particular parallels can be drawn between the intrinsic and extrinsic motivations the ability to broadcast ideas due to the virtual nature of the tasks and the self-selection of tasks due to their modular nature The drawing of such parallels however must be done cautiously because diverse factors such as opportunity costs regulations and feasibility studies limit the applicability of OSS principles to this non-software related network of dispersed voluntary contributors within a commons-based peer production framework Herein we attempt to clarify how OSS projects can and cannot work as role models for open innovation in the automotive as well as other product-oriented industries.

Nakata C, Im S (2010) Spurring Cross-Functional Integration for Higher New Product Performance: A Group Effectiveness Perspective. Journal of Product Innovation Management 27:554-571 Spurring integration among functional specialists so they collectively create successful, or high-performing, new products is a central interest of innovation practitioners and researchers. Firms are increasingly assembling cross-functional new product development (NPD) teams for this purpose. However, integration of team members' divergent orientations and expertise is notoriously difficult to achieve. Individuals from distinct functions such as design, marketing, manufacturing, and research and development (R&D) are often assigned to NPD teams but have contrasting backgrounds, priorities, and thought worlds. If not well managed, this diversity can yield unproductive conflict and chaos rather than successful new products. Firms are thus looking for avenues of integrating the varied expertise and orientations within these cross-functional teams. The aim of this study is to address two important and not fully resolved questions: (1) does cross-functional integration in NPD teams actually improve new product performance; and if so, (2) what are ways to strengthen integration? The study began by developing a model of cross-functional integration from the perspective of the group effectiveness theory. The theory has been used to explain the performance of a wide range of small, complex work groups; this study is the first application of the theory to NPD teams. The model developed from this theory was then tested by conducting a survey of dual informants in 206 NPD teams in an array of U. S. high-technology companies. In answer to the first research question, the findings show that cross-functional integration indeed contributes to new product performance as long conjectured. This finding is important in that it highlights that bringing together the skills, efforts, and knowledge of differing functions in an NPD team has a clear and coveted payoff: high-performing new products. In answer to the second question, the findings indicate that both intra-(or internal) and extra-(or external) team factors contribute and codetermine cross-functional integration. Specifically, social cohesion and superordinate identity as internal team factors and market-oriented reward system, planning process formalization, and managerial encouragement to take risks as external team factors foster integration. These findings underscore that spurring integration requires addressing the conditions inside as well as outside NPD teams. These specialized work groups operate as organizations within organizations; recognition of this in situ arrangement is the first step toward better managing and ensuring rewards from team integration. Based on these findings, managerial and research implications were drawn for team integration and new product performance.

Nikulainen T, Palmberg C (2010) Transferring science-based technologies to industry-Does nanotechnology make a difference? Technovation 30:3-11 Nanotechnology is argued to be a potential engine for economic growth in the 21st century due to its general purpose technology-related characteristics. These enormous expectations find expression mostly in large public R&D expenditures and increasing numbers of scientific publications suggest these. This paper aims to clarify some aspects of these expectations by investigating whether nanotechnology relates to unique motivations, interactions, challenges and outcomes when commercializing scientific knowledge. By identifying these aspects, we aim to establish whether there is a need for nanotechnology-specific policies to facilitate nanotechnology transfer from universities to firms. We use individual-level survey data covering university researchers in the Finnish nanotechnology community. The results suggest that the university researchers more active in nanotechnology are endowed with motivations, show interactions and face challenges which are different from other disciplines.

Niosi J (2010) Rethinking science, technology and innovation (STI) institutions in developing countries. Innovation-Management Policy & Practice 12:250-268 Developing countries need appropriate science, technology and innovation (STI) policies in order to absorb, diffuse and master advanced knowledge that fosters growth. They also need them in order to nurture new dynamic sectors. In many developing countries, public expenditures on R&D are invested in university research and public laboratories. Industrial R&D is most often lagging behind, in spite of several government incentives. Business expenditures on R&D (BERD), as a consequence, are small in absolute terms and as a percentage of GDP The paper suggests that several factors explain this situation, including badly designed incentives, reduced government commitment to these incentives, lack of appropriate vertical STI policies, and high levels of causal ambiguity around specific policy incentives. This paper argues that increased government commitment, policy evaluation and the implementation of vertical STI policies aimed at creating new sectors can solve the technological stalemate.

Noble CH, Kumar M (2010) Exploring the Appeal of Product Design: A Grounded, Value-Based Model of Key Design Elements and Relationships. Journal of Product Innovation Management 27:640-657 Product design is increasingly being recognized as an important source of sustainable competitive advantage. Until recently, the domain of design has been loosely categorized as "form and function'' issues. However, as this paper will explore, product design deals with a much richer range of issues, many of which have not been considered in the marketing literature. To explore the domain and elements of design, the paper begins with two major goals: (1) to elicit the key dimensions of design and to develop an enriched language for the understanding and study of design; and (2) to integrate the design dimensions within a broader model that ties initial design goals to eventual psychological and behavioral responses from consumers. To achieve these ends, grounded theory development is used by conducting an extensive literature review, in-depth interviews, and an interactive object elicitation technique. Drawing from this rich source of qualitative information as well as diverse literature fields, a framework is proposed for the creation of design value in consumer products. This framework not only explores the domain of design but also highlights the important elements of design that go well beyond the cliched form and function issues. The resulting model reflects specific marketplace and organizational constraints that may help or impede the conversion of designer goals to so-called design levers. These levers are used to convey three types of values to consumers: rational, kinesthetic, and emotional. The framework then explains how and when these different values may be perceived by the consumer. Within this framework, testable research propositions and specific directions for future design-based research are also offered. Beyond its potential to spur marketing and new product development (NPD) management thought, the framework offered here represents a significant contribution to the field of design, which has historically been represented as a highly fragmented body of knowledge. Formalizing this framework should help overcome perhaps the largest obstacle to date to marketing-related and NPD-related research in this area-the lack of a detailed and consistent nomological view of the scope of design dimensions including testable linkages. Design has become an important tool that can be used by managers to develop dominant brands with lasting advantages. This research lends the NPD manager and the marketing manager better insights in into how this increasingly popular focus can be used to influence consumer behavior and firm success.

Numata S, Oguchi S, Yamamoto Y, Imura H, Kawakami K (2010) Medical device development in crisis: A movement for technology innovation in health and medicine in Japan. Innovation-Management Policy &

Practice 12:330-336 Japan is currently confronting a serious decline in medical device innovation. We identified some of the many barriers posed by the current clinical development system in Japan, as they relate to academia, industry and regulatory agencies: a scarcity of medical engineering and bioengineering scientists, two separate categories of clinical trials in Japan, a high level of uncertainty in any R&D schedule, leading to stagnation in the development of medical devices. We propose a new clinical development system (CDS) to stimulate medical device development in Japan, with a central body to facilitate the CDS process with appropriate coordination of interdisciplinary and translational research, and through rational public finding arrangements. With the recommendations, a new organization (Council on Health Research Promotion) has been established in the cabinet of office of japan, and is expected to work in an effective and efficient manner.

Oh D, Kim Y, Ahn H (2010) An Analysis of International Cooperation in the Public Research and Development Programs of Korea. Asian Journal of Technology Innovation 18:43-67 This paper describes the characteristics of international cooperation (IC) in public research and development (R&D) programs organized by the Korean government In particular using quantitative data it analyzes differences in research output between the R&D programs that are specifically designed by the government to promote IC and the general government funded R&D programs One of the most remarkable findings is that IC occurs most frequently in basic research and technology areas where Korea has either relatively low or high technological advancement In addition there is a positive relationship between IC and the research output In conclusion we also draw policy implications regarding international public R&D cooperation practices in Korea

Oh JB, Park C (2010) Reform of the Patent Rights System and Its Impact on R&D Activities in Korea: The Case of the Electronics Industry. Asian Journal of Technology Innovation 18:183-200 This paper examines whether the 1994 Korean patent reform effectively induced more R&D activity in the Korean electronics industry using unbalanced panel data from 1990-2006. The empirical results show no evidence that the patent reform stimulated increased R&D activity, and that the observed increase of R&D investment is mostly attributable to firm-specific characteristics, including firm size, capital intensity, and competitive pressure or technological opportunities from other firms' R&D investments within the industry. Small firms, however, are more responsive to competitive pressure or technology opportunity than large firms.

Ohly S, Kase R, Skerlavaj M (2010) Networks for generating and for validating ideas: The social side of creativity. Innovation-Management Policy & Practice 12:41-52 In recent years, research has recognized that creativity is a social process. By communicating with others, individuals get access to novel perspectives and unique knowledge, and they can get political support for their ideas by ensuring that they meet others' standards. Based on the different function of idea-related communication, we expected the structure of idea-generation networks to differ from that of idea-validation networks. Specifically, we expected different effects of leadership status and tenure. Our results indicated some differences in the structure of the two networks. This leads to the recommendation that future research on idea-related communication and creativity needs to distinguish the different phases of the creative process.

Olausson D, Berggren C (2010) Managing uncertain, complex product development in high-tech firms: in search of controlled flexibility. R & D Management 40:383-399 This paper investigates ways of managing complexity and uncertainty in R&D simultaneously. Previous research on the subject indicates that these dimensions require different approaches, but these studies tend to provide suggestions either on managing complexity in stable industries or on handling uncertainty in less complex projects. In this paper, the two dimensions are studied simultaneously in three commercial product development projects at a firm that may be viewed as an extreme case of complexity and with multiple dimensions of uncertainty. The paper illustrates that a critical issue in this kind of high-tech development is the search for and development of approaches that integrate and balance needs for formal organizational control with high levels of project flexibility. Four key elements of such integrated approaches are identified: hybrid formal systems, structured interaction in public arenas, transparent visual communication tools, and a system of participative reflection.

Paier M, Scherngell T (2010) Determinants of Collaboration in European R & D Networks: Empirical Evidence from a Discrete Choice Model. Industry and Innovation 18:89-104 This paper focuses on inter-

organizational RD collaborations as captured by joint research projects funded within the European Framework Programmes for Research and Technological Development (EU-FPs). We identify determinants of collaboration, including actor characteristics, relational and network effects as well as geographical effects by means of a discrete choice model. Using data on EU-FP projects from the EUPRO database and from a representative survey of participants, we produce statistically significant evidence that collaboration choices in EU-FPs are primarily facilitated by prior acquaintance, thematic proximity and geographical proximity. Also, network effects are significantly related to collaboration choice. Moreover, the study shows that the impact of geographical effects increases for more intensive collaboration. The results are promising since a deeper understanding of these collaboration processes is needed for future governance of research policies in the EU.

Pal SS (2010) Determinants of Innovative Behaviour: A Firm's internal Practices and Its External Environment Edited by Cees van Beers, Alfred Kleinknecht, Ronald Ortt, and Robert Verburg. Journal of Product Innovation Management 27:455-457

Park G, Kang J (2010) Entry Conditions, Firm Strategies and Their Relationships to the Innovation Performance of an Emerging Green Industry The Case of the Solar Cell Industry. Asian Journal of Technology Innovation 18:21-42 This paper examines the multidimensional effects of entry conditions and firm strategies m the emerging solar cell industry It extends prior research on entry conditions specifically entry timing and entry size There has been a noteworthy lack of empirical evidence on the relationship between entry conditions and firm strategies To fill the gaps in extant research on entry conditions this paper investigates whether entry timing and size have any effect on innovation performance and how firm strategies such as collaboration and technology portfolio after entry strengthen or weaken these effects Results suggest that entering the market earlier than competitors consistently works more beneficially for innovation performance than does firm size Furthermore empirical results reveal that after market entrance collaboration strategy of the firm is positively related to innovation performance However any positive effect of collaboration is relatively diminished for early entrants In contrast, the effect holds true for late entrants who require aggressive collaboration Building a technology portfolio has a negative relationship on innovation performance and such influence is more evident in late entrants

Parry ME, Ferrin PF, Gonzalez JAV, Song M (2010) PERSPECTIVE: Cross-Functional Integration in Spanish Firms. Journal of Product Innovation Management 27:606-615 Published studies of new product development in Spain provide conflicting evidence regarding the role of cross-functional integration in new product success. One possible explanation for these results is the use of idiosyncratic scales for measuring the level of cross-functional integration. This study adopts the scale items used in a previous study and replicates that research process using data collected from managers of 134 Spanish companies involved in new product development. Findings confirm the appropriateness of these scales in a Spanish context and the importance of cross-functional integration to new product success in Spanish firms. No support is found for the hypothesis that participative management is positively correlated with the level of cross-functional integration. Cross-functional integration is found to be negatively related to goal incongruity and positively related to top- management support for integration.

Parry ME, Song M (2010) Market Information Acquisition, Use, and New Venture Performance. Journal of Product Innovation Management 27:1112-1126 A substantial body of existing research has linked firm performance to the acquisition and use of customer, competitor, and other market information. This paper examines the impact on new venture performance of formal processes for market information collection and use. This study hypothesizes that new venture performance will be an increasing function of both market information and use. Two moderator hypotheses are also tested. In particular, it is expected that the impact of formal market information processes will be greater in market-driven new ventures than in technology-driven new ventures. These hypotheses were tested using data collected from 222 Chinese new ventures. The empirical analysis confirms the positive role of formal processes in new venture performance. However, the analysis does not support the moderator hypotheses. This study finds that (1) formal processes for information acquisition are equally important in technology-driven and market-driven firms and (2) formal processes for information use have a greater impact on new venture performance in technology-driven firms than in market-driven firms.

Peng L, Finn A (2010) Whose Crystal Ball to Choose? Individual Difference in the Generalizability of Concept Testing. Journal of Product Innovation Management 27:690-704 The product development literature has identified several individual characteristics that could influence how subjects respond to new products in concept tests. Few of these characteristics have been thoroughly investigated. The purpose of this research is to examine whether a number of personality traits (1) do influence concept evaluation scores and (2) can be used to identify respondents who provide substantially higher-quality data in concept testing and whether the answers to these questions change for major versus minor innovations. The data quality of the concept testing data is defined using the generalizability theory, which provides a decision-specific G-coefficient. Higher quality means a G-coefficient closer to 1 for a particular managerial decision. A Web-based study to concept test 10 appliance innovations on multiple occasions was conducted among 105 panelists from the Institute for Online Consumer Studies (IOCS). During the concept testing, respondents' innovativeness, change-seeking tendency, and propensity to exert cognitive effort were also measured. The results showed that the respondent characteristics influence the mean evaluation of the concepts and the psychometric quality of the concept testing data: (1) there is a significant linear relationship between concept scores and all of the innovativeness scales and change-seeking measures; (2) the effect of innovativeness on concept testing outcomes is even more substantial for major innovations than for minor innovations; (3) the study provides evidence that the quality of concept testing data provided by respondents varies substantially with their innovativeness, whereas the differences are more modest when scaling just minor innovations; (5) there are also strong effects on data quality for the Need to Evaluate scale used to capture cognitive effort characteristics; and (6) there is little effect of segmenting on social desirability on data quality. Managerially, the current results indicate that a product manager wanting to concept test a pool of appliance concepts can benefit from screening for the respondents who will provide higher-quality concept testing data. For example, respondents who are high on domain-specific innovativeness provide the highest-quality concept testing data for both minor and major innovations. The effects of traits are stronger for major innovations, supporting the claim that subject selection is a more critical issue in concept testing of major innovations. Product managers can improve the quality of their concept testing data without an increase in cost by screening the subjects they use in concept testing.

Peng L, Finn A (2010) How Cloudy a Crystal Ball: A Psychometric Assessment of Concept Testing. Journal of Product Innovation Management 27:238-252 Although traditional and conjoint forms of concept testing play an important role in the new product development process, they largely ignore data quality issues, as evidenced by the traditional reliance on the percent Top-2-Box scores heuristic. The purpose of this research is to reconsider the design of concept testing from a measurement theory (generalizability theory) perspective and to use it to suggest some ways to improve the psychometric quality of concept testing. Generalizability theory is employed because it can account for the multiple facets of variation in concept testing, and it enables a concept test to be designed to provide a required level of accuracy for decision making in the most effective way, whether the purpose of measurement is to scale concepts or something else, such as to scale respondents. The paper identifies four types of sources-concept-related factors, response task factors, situational factors, and respondent factors-that can contribute to the observed variation in concept testing and develops six research propositions that summarize what is known or assumed about their contribution to observed score variance. Four secondary data sets from different concept testing contexts are then used to test the propositions. The results provide new insights into the design of concept tests and the psychometric quality of the concept testing data: (1) the concepts facet is not a major contributor to response variation; (2) of the response task factors, concept formulations are a trivial source of variance, but items are not always a trivial source of variance; (3) the situational factors that are investigated are trivial sources of variance; (4) respondents are always a major contributor to the total variation; (5) concepts by respondents are not always a major contributor and the other interactions are often not trivial; and (6) residual error is always a major source of variance. Additionally, the analyses of the secondary data sets enable some useful managerial conclusions to be drawn about the design of concept testing. First, the sample size needed to reliably scale concepts depends on the types of concepts being tested. Second, averaging over items provides considerably more reliable information than relying on a single item. Third, which specific item performs best is inconsistent and very context specific. The popular purchase intention item is never the best single item to use. Fourth, not much is gained by sampling levels of

the response task factors. Finally, concept testing should be designed to meet the needs of specific managerial tasks.

Penin J (2010) On the Consequences of Patenting University Research: Lessons from a Survey of French Academic Inventors. Industry and Innovation 17:445-468 This paper focuses on the consequences of patenting university research. It presents the results of a survey on 280 French academic inventors, that is, French university professors who are also designated as inventors in at least one European patent. This survey provides new insights into the effect of university patenting on the commercialization of university inventions, the transfer of scientific research, the incentives to do basic research and the access to upstream knowledge. In particular, the study suggests that patenting university research can, on the one hand, facilitate the transfer of technology from university to industry, especially in the fields of life sciences and pharmaceuticals. On the other hand, it almost systematically delays the publication of research findings, thus hindering the dissemination of scientific knowledge.

Petrick IJ (2010) Innovate the Future: A Radical New Approach to IT Innovation. Research-Technology Management 53:67-68

Poetz MK, Prugl R (2010) Crossing Domain-Specific Boundaries in Search of Innovation: Exploring the Potential of Pyramiding. Journal of Product Innovation Management 27:897-914 For many years, it has remained unquestioned that developing innovation mainly happens within the boundaries of organizations' own research and development (R&D) or marketing departments, that is, an activity based on using or reusing local expertise. The negative effect of this local search behavior on the novelty of the outcome, however, is one of the reasons researchers and innovation managers are increasingly discussing the idea of opening up innovation processes by drawing on external problem solvers. In particular, problem solvers located in contextually distant but analogous domains (i.e., domains linked by similar problems) are capable of contributing to overcoming local search bias: as they do not suffer from functional fixedness but experience a similar (i.e., analogous) problem, they are capable of coming up with highly novel solutions. In theory, a recently introduced search approach known as pyramiding holds great potential for crossing domain-specific boundaries and identifying problem solvers from contextually distant domains. Although initial practical applications of this search method, for example, in the course of applying the lead user method, provide anecdotal evidence, systematic research on the potential of pyramiding for crossing domain-specific boundaries is still lacking to date. This study addresses this gap by analyzing 1,147 interviews conducted in the course of pyramiding search processes in eight lead user studies. The study found that pyramiding is an apt means of systematically crossing domain-specific boundaries: more than one third of those interviewees who were able to provide a valid referral in their interview performed the creative task of referring into one or more analogous domains previously unknown to the searching organization. The interviewees' levels of expertise as well as their domain origins influence the likelihood of a domain-crossing referral. Moreover, the type of industry in which the search field is located is found to moderate the effect of expertise on the likelihood of a referral into an analogous domain.

Pohl H, Elmquist M (2010) Radical innovation in a small firm: a hybrid electric vehicle development project at Volvo Cars. R & D Management 40:372-382 The potential paradigmatic shift in technology from the internal combustion engine to electric propulsion via hybrid electric vehicles (HEVs) has been addressed by most automakers, and has produced very different outcomes. This paper uses the framework of core capabilities to discuss how the small automaker, Volvo Cars, made substantial progress in its HEV development using an approach based on limited resources and a low risk. A comparison with Toyota's successful but very resource-demanding Prius project reveals some factors contributing towards rapid development in a context of limited resources, including focused project objectives, tight collaboration with suppliers of the new technologies, reuse of existing technologies and an unaggressive, bottom-up approach to change the firm's values and norms and other core capability dimensions. This paper provides an empirical illustration of how a small company in a mature industry worked with radical innovation in a development project drawing on the combination of organizational slack, entrepreneurial employees and an extensive use of external (knowledge) suppliers.

Potts J (2010) Innovation by elimination: A proposal for negative policy experiments in the public sector. Innovation-Management Policy & Practice 12:238-248 A new approach to public sector innovation is proposed here that amounts to 'innovation by doing less' or innovation by experimental elimination. This approach seeks a systematic and rigorous methodology, drawing upon the literature of policy experiments and evidence-based policy, to develop ways of reducing government or public services under experimental conditions. This model reverses the normal experimental and control groupings, where the experimental group consists of a negative policy or strategic elimination and the control group is the regular public sector service. This is proposed as an experimental methodology to procedurally down-size or slow the growth of the public sector in a scientifically robust manner that is, in effect, public sector innovation in reverse.

Potts J, Kastelle T (2010) Public sector innovation research: What's next? Innovation-Management Policy & Practice 12:122-137 This paper introduces the analytic context of public sector innovation studies along with an overview of the nine papers in this volume. But it also seeks to advance a new research agenda in public sector innovation studies from the economic perspective of the incentives to innovation in the public sector. This argues for a practical model of public sector innovation that is less about imitation of the market sector or other public sector best practice and more cognizant of the scientific method of randomised controlled experiments.

Powell BC (2010) Equity carve-outs as a technology commercialization strategy: An exploratory case study of Thermo Electron's strategy. Technovation 30:37-47 New ventures have advantages in commercializing some emerging technologies, especially disruptive technologies. To the extent that incumbent firms can imitate these advantages, they can create ontogenic capabilities. This study examines a very rare type of ontogenic capability for which there is promising theoretical support-the use of equity carve-outs to commercialize emerging technologies. Only one company, Thermo Electron, has implemented an articulated or formal strategy for technology carve-outs. This paper presents an exploratory case study of Thermo's carve-out strategy that explains why the strategy failed and how technology carve-outs could be made feasible. If used as a temporary way station for technologies until their relatedness and economic potential are resolved, technology carve-outs Could be an important tool in technology companies' portfolios of commercialization strategies.

Prabhu J (2010) The Internationalization of Small Firms: A Strategic Entrepreneurship Perspective, Shameen Prashantham. Technovation 30:482-482

Prodan I, Drnovsek M (2010) Conceptualizing academic-entrepreneurial intentions: An empirical test. Technovation 30:332-347 Policy makers are increasingly recognizing the catalytic role of academics' spin-off companies in a national economy, which derives from their innovativeness that result in new value generation, and job creation. Although research on academics' spin-off companies has been increasing, knowledge gaps exist as to the specific determinants and processes that characterize the emergence of academics' entrepreneurial intentions that lead them to spin off companies. This research aims to fill this gap. Drawing from psychological and entrepreneurship research on intentionality, the authors propose a conceptual model of academics' entrepreneurial intentions. They empirically test the model using structural equation modeling and a robust data set collected in two European academic settings to guide future research on this important topic.

Radeka K (2010) The Principles of Product Development Flow: Second Generation Lean Product Development. Journal of Product Innovation Management 27:137-139

Rasiah R, Kaur K, Kumar A (2010) Does Firm Size Matter in Export, Technology, and Marketing Activities of Indian Garment Firms? Asian Journal of Technology Innovation 18:45-71 This article examines statistical differences in export, technological, and marketing intensities between large enterprises (LEs), and small and medium enterprises (SMEs) in the garment manufacturing industry in India. Results show that SMEs enjoy higher export and research and development (R&D) intensities than LEs even after controlling for ownership, wages, and age. Compared with SMEs, LEs enjoy higher technological (including human resource and process technology) and marketing intensities even after controlling for ownership, wages, and age. Despite showing lower technological and marketing intensities, SMEs are characterised by a positive

and strong relationship between their export intensity, and R&D and marketing intensities. Despite enjoying higher technological and marketing intensities, LEs show a modest relationship between their export intensity, and R&D and marketing intensities. Results also suggest that SMEs are more strongly integrated with the global garment value chains as outsourcing firms compared with LEs.

Ratinho T, Henriques E (2010) The role of science parks and business incubators in converging countries: Evidence from Portugal. Technovation 30:278-290 Researchers and economic development professionals have linked the technology transfer and high-tech firm output from science parks (SP) and business incubators (BI) to economic growth, as well as job and wealth creation in developed and developing countries Yet little has been said about their role in converging economies, such as Portugal. The authors analyse the population of the Portuguese SPs and BIs in promoting economic growth using the case study method. Further, the authors search for the success factors of Portuguese SPs and BIs This initial study suggests a modest contribution of SPs and BIs to economic growth in Portugal Moreover, our findings confirm university links and suitability of management to be critical to an SP or BI success in this converging economy We also discuss how SPs and BIs might make better contributions to economic growth in converging economies.

Raven R, Geels FW (2010) Socio-cognitive evolution in niche development: Comparative analysis of biogas development in Denmark and the Netherlands (1973-2004). Technovation 30:87-99 This article addresses the topic of radical innovation, making two additions to the strategic niche management (SNM) approach, which conceptualises how innovations cross the 'valley of death'. First, it articulates the theoretical foundations of SNM, theorizing the connections between social constructivist and evolutionary theories of technical change. Second, the resulting socio-cognitive evolution perspective is used to explain the different patterns in biogas development in the Netherlands and Denmark. In both countries, biogas experienced ups and downs, but the timing and shape of developments differ. A longitudinal, comparative case analysis shows that the socio-cognitive evolution perspective is useful in explaining these differences.

Raymond L, St-Pierre J (2010) R&D as a determinant of innovation in manufacturing SMEs: An attempt at empirical clarification. Technovation 30:48-56 Innovation has long been considered as the key factor for the survival, growth and development of small and medium-sized enterprises (SMEs). Other than firm size, the determinant of innovation that has received the most attention from researchers is research and development (R&D). While having been the object of numerous studies, the link between R&D activities and innovation in SMEs still requires clarification and further understanding. The aim of this research is thus to clarify and better understand the impact of R&D upon innovation in SMEs by conceptually and operationally distinguishing product R&D from process R&D, process R&D from process innovation, and process innovation from product innovation, taking the sector's technological intensity into account and integrating these concepts in a research model that specifies their interrelationships. This model is tested empirically with survey data from 205 Canadian manufacturing SMEs. The results confirm that the impact of R&D on product innovation is mediated by process innovation.

Reid SE, de Brentani U (2010) Market Vision and Market Visioning Competence: Impact on Early Performance for Radically New, High-Tech Products. Journal of Product Innovation Management 27:500-518 Having the "right'' market vision (MV) in new product scenarios involving high degrees of uncertainty has been shown to help firms achieve a significant competitive advantage, which can ultimately lead to superior financial results. Despite today's increased rate of radical innovation, and hence the importance of effective vision, relatively little research has been undertaken to improve our understanding of this phenomenon. The exploratory and empirical investigation undertaken herewith responds to this research gap by focusing on MV and its precursor, market visioning competence (MVC), for radically new, high-tech products. MV is a clear and specific mental model/image that organizational members have of a desired and important product-market for a new advanced technology, and MVC is a set of individual and organizational capabilities that enable the linking of advanced technologies to a future market opportunity. Based on samples of high-tech firms involved in early technology developments, the measurement study indicates that five factors comprise MV (i.e., clarity, magnetism, specificity, form, and scope) and that four factors underlie MVC (i.e., networking, idea driving, proactive market orientation, and market learning tools). Structural equation modeling is used to demonstrate that MVC significantly and positively impacts MV and

that each of these constructs significantly and positively influences certain aspects of early performance (EP) in new product development. This is the first empirical study to develop a comprehensive set of scales to measure these constructs and then to combine them in a model by which to examine their interrelationships.

Reinders MJ, Frambach RT, Schoormans JPL (2010) Using Product Bundling to Facilitate the Adoption Process of Radical Innovations. Journal of Product Innovation Management 27:1127-1140 Generally, radical innovations are not easily adopted in the market. Potential adopters experience difficulties to comprehend and evaluate radical innovations due to their newness in terms of technology and benefits offered. Consequently, adoption intentions may remain low. This paper proposes bundling as an instrument to address these problems. More specifically, this paper examines how consumer comprehension, evaluation, and adoption intention of radical innovations may be enhanced by bundling such products with existing products. In addition, it is argued that the proposed effects are contingent upon the level of fit perceived to exist between the radical innovation and the product that accompanies it in the bundle. Furthermore, consumers' prior knowledge may affect the influence of bundling on the innovation adoption process as the interpretation of the meaning of new products may be strongly related to prior knowledge. This study therefore investigates whether consumer prior knowledge has such a moderating effect. Hypotheses are tested by means of an experimental study with three different radical innovations and distinguishing among offering the radical innovation separately, offering the radical innovation in a bundle with moderate perceived fit between the products, and offering the radical innovation in a bundle with high perceived fit between the products. Results show that product bundling enhances the new product's evaluation and adoption intention, although it does not increase comprehension of the radical innovation. Moreover, the results show that comprehension, evaluation and adoption intention of the innovation significantly decrease when consumers perceive a moderate fit between the products in a bundle. Taken together, these findings contribute to the bundling literature by showing not only that product bundling may indeed be an effective instrument to introduce a radical innovation but also that product bundling may be counterproductive when ignoring the critical role of perceived product fit as core characteristic of a product bundle. In addition, the notion that product bundling helps to enhance the evaluation and purchase intention of new and relatively complex products suggests a suitable strategy for new product managers to enhance benefits and reduce learning costs for radical innovations. Moreover, the effects of bundling on consumer appraisals of radical innovations are also shown to depend on the level of knowledge respondents possess regarding the product category of the radical innovation. More specifically, if bundled with a familiar product, novices tend to evaluate the innovative product more positively, but for experts no such effect can be detected. As such, these results provide additional specific implications for managers when introducing radical innovations in the market. Offering a radical innovation in a product bundle could be a fruitful strategy for companies that target customers with little or no prior knowledge in the product domain.

Rennings K, Rammer C (2010) The Impact of Regulation-Driven Environmental Innovation on Innovation Success and Firm Performance. Industry and Innovation 18:255-283 The impact of environmental innovations on firm performance is ambiguous. On the one hand, regulatory-driven environmental innovation may impose additional costs to firms and lower their profits. On the other hand, eco-innovators could profit from lower uncertainty in innovation due to regulatory standards and demand-generating effects of regulation. In this paper we analyse (a) whether regulation-driven environmental innovation generates similar innovation success compared to other types of product and process innovation, and (b) whether regulation-driven environmental innovation increases or decreases firm success (as measured by return on sales). Using firm data from the German innovation survey, we find that both product and process innovations driven by environmental regulation generate similar success in terms of sales with new products and cost savings as other innovations do. However, we find different effects when looking at the field of environmental regulation that triggered innovations. Regulations in favour of sustainable mobility contribute to higher sales with market novelties while regulations in the field of water management lower this type of innovation success. With regard to a firm's price-cost margin, new processes implemented in order to comply with environmental regulation requirements lower profitability, indicating higher costs for this type of innovation which cannot be passed on through prices. Higher profit margins can be observed for firms with innovations triggered by regulations on recycling and waste management as well as on resource efficiency.

Rhee J, Park T, Lee DH (2010) Drivers of innovativeness and performance for innovative SMEs in South Korea: Mediation of learning orientation. Technovation 30:65-75 This study aims to investigate the relationships between drivers of innovativeness and the mediation effects of learning orientation. A conceptual model is designed and hypotheses are constructed. In order to test the hypotheses, structural equation modeling is performed for the data collected from 333 technology-innovative small firms in South Korea. The results reveal that market orientation and entrepreneurial orientation significantly influences learning orientation, respectively. Additionally, learning orientation significantly affects innovativeness, and sequentially innovativeness has a significant effect on performance. The most notable of these is that learning orientation performs a mediating function in the relationships between market orientation and entrepreneurial orientation and innovativeness. The findings imply that managers with entrepreneurial orientation and market orientation should place much emphasis on learning orientation in order to boost innovativeness and ultimately achieve performance. Limitations include a limited number of predictors and possibility of generalizability of the results.

Rodriguez-Escudero AI, Carbonell P, Munuera-Aleman JL (2010) Positive and Negative Effects of Team Stressors on Job Satisfaction and New Product Performance. Journal of Product Innovation Management 27:856-868 The subject of stress and its impact on performance has received limited empirical attention in the new product development field. The present study examines the impact of three work stressors (i.e., role ambiguity, role conflict, and pressure for performance) on team job satisfaction and three dimensions of new product performance: adherence to budget and schedule, product quality, and market success. Data were collected using a cross sectional, Web-based survey among Spanish innovative firms. A total of 197 questionnaires was received. Findings from this research suggest that role conflict and role ambiguity are negatively related to team job satisfaction. Results, however, show a lack of association between pressure for performance and job satisfaction. Regarding the effect of work stressors on new product performance, findings indicate that different stressors have different relationships with performance. Concerning role ambiguity, findings provide empirical evidence of a U-shaped relationship between role ambiguity and adherence to budget and schedule and between role ambiguity and product quality. Thus, intermediate levels of role ambiguity are hurtful, but low and high levels of role ambiguity are helpful. Nonetheless, given that the levels of ambiguity measured in this study are not high enough, the findings regarding the impact of moderate to high levels of ambiguity on new product performance should be viewed as tentative. Role conflict has a negative linear relationship with adherence to budget schedule and an inverted U-shaped relationship with product quality. For pressure for performance, findings indicate a triphasic effect on product quality. Specifically, the initial phase is characterized by increasingly lower levels of product quality owing to increasing levels of pressure for performance. As pressure for performance keeps further increasing, a positive effect on product quality begins to manifest. Beyond some threshold, however, a new phase starts in which product quality decreases with increasing amounts of performance pressure. Finally, results show a lack of association between pressure for performance and adherence to budget and schedule. All three stressors were found to have an indirect, rather than a direct, effect on market success via job satisfaction, adherence to budget and schedule, or product quality. Several managerial implications follow from these results. First, product managers should make every effort to reduce role ambiguity to minimal levels, ensuring that team members fully understand their role requirements and have adequate information about their job. Second, rather than reducing the level of role conflict to zero, managers must take into account the positive effect that moderate levels of role conflict have in product quality. Finally, management should put some pressure on the team members and make sure they understand that there is a sense of urgency.

Rohrbeck R (2010) Harnessing a network of experts for competitive advantage: technology scouting in the ICT industry. R & D Management 40:169-180 In order to identify discontinuous technological change and develop appropriate action, companies are increasingly building technology foresight (TF) practices. This paper explores how, using networks of experts, TF capabilities can be built. On the basis of three case studies and 43 interviews, it is shown that building foresight systems through networks of scouts yields several benefits, including the support for sourcing external technologies. Using insights from the three major telecommunication incumbents in Europe, the paper describes and discusses (1) what can be achieved by technology scouting, (2) how a process can be set up, (3) what is important in the design of a scouting network, and (4) the characteristics that should be aimed for when choosing technology scouts. The paper

contributes to the methodological base of corporate foresight, to the technology management literature, and to the understanding of how companies can increase their open-innovation capabilities by extending the intertwinement with their environment.

Rothgang M, Peistrup M, Lageman B (2010) Industrial Collective Research Networks in Germany: Structure, Firm Involvement and Use of Results. Industry and Innovation 18:393-414 In Germany, industrial collective research (ICR) provides a unique framework for research collaborations: an industry-supported network of firms and research institutes conducts research for firms in low- and medium-technology branches. The research projects are mainly financed by a publicly funded program. Based on two surveys, one for research institutes and one addressing firm representatives, we analyze for the first time the institutional features and interactions in ICR. We ask how business firms are involved in network activities and how they benefit from the knowledge created. The results from research in ICR are usually relevant for several firms (e.g. results related to new norms and standards). The network also provides a framework for research on high-tech applications by enabling collaboration across different sectors and technology fields. ICR has proven rather successful in achieving the balancing act between aims of the network and diverging interests of the actors.

Salomo S, Keinschmidt EJ, de Brentani U (2010) Managing New Product Development Teams in a Globally Dispersed NPD Program. Journal of Product Innovation Management 27:955-971 Globalization is a major market trend today, one characterized by both increased international competition as well as extensive opportunities for firms to expand their operations beyond current boundaries. Effectively dealing with this important change, however, makes the management of global new product development (NPD) a major concern. To ensure success in this complex and competitive endeavor, companies must rely on global NPD teams that make use of the talents and knowledge available in different parts of the global organization. Thus, cohesive and well-functioning global NPD teams become a critical capability by which firms can effectively leverage this much more diverse set of perspectives, experiences, and cultural sensitivities for the global NPD effort. The present research addresses the global NPD team and its impact on performance from both an antecedent and a contingency perspective. Using the resource-based view (RBV) as a theoretical framework, the study clarifies how the internal, or behavioral, environment of the firm-specifically, resource commitment and senior management involvement-and the global NPD team are interrelated and contribute to global NPD program performance. In addition, the proposed performance relationships are viewed as being contingent on certain explicit, or strategic, factors. In particular, the degree of global dispersion of the firm's NPD effort is seen as influencing the management approach and thus altering the relationships among company background resources, team, and performance. For the empirical analysis, data are collected through a survey of 467 corporate global new product programs (North America and Europe, business-to-business). A structural model testing for the hypothesized effects was substantially supported. The results show that creating and effectively managing global NPD teams offers opportunities for leveraging a diverse but unique combination of talents and knowledge-based resources, thereby enhancing the firm's ability to achieve a sustained competitive advantage in international markets. To function effectively, the global NPD team must be nested in a corporate environment in which there is a commitment of sufficient resources and where senior management plays an active role in leading, championing, and coordinating the global NPD effort. This need for commitment and global team integration becomes even more important for success as the NPD effort becomes more globally dispersed.

Sanchez-Gonzalez G, Herrera L (2010) The influence of R&D cooperation on innovatory effort. Innovation-Management Policy & Practice 12:337-354 Nowadays, in the development of new products, it becomes necessary to recognise the importance wielded by agents external to the firm as a source of innovation activities. The complexity and dynamism of present environments make it obligatory to complement the internal knowledge base with those from outside, and thus a distinction is made between internal and external innovation sources. Since the former have been adequately studied and analysed in the literature, the present work aims to make progress in knowing the latter. For this purpose, an analysis has been made of the influence of 9 types of cooperation with external agents on three indicators of innovatory effort in 20 industrial and service sectors in Spain. These indicators have been: the total intensity of innovation activities, the intramural R&D intensity and the extramural R&D intensity. The findings indicate the existence of very diverse effects resulting from the chosen cooperation partner.

Sapsed J (2010) Entrepreneurship in the Creative Industries: An International Perspective. Technovation 30:386-388

Sapsed J (2010) Creativity, Innovation and the Cultural Economy. Technovation 30:386-388

Schiele H (2010) Early supplier integration: the dual role of purchasing in new product development. R & D Management 40:138-153 Interest in early supplier integration in new product development (NPD) has increased as an open innovation approach has become more common in firms. To support supplier integration, the purchasing function of a firm can assume a new 'dual' role: contributing to NPD while also managing overall costs. Previous research has offered few insights into how the purchasing function should best be organised so that it will fulfil this dual role. This paper reports on the results of a consortial benchmarking study in which an industry-academic consortium visited and analysed six best-practice firms. The findings describe how innovative firms organise their purchasing function, distinguishing between 'advanced sourcing' and 'life-cycle sourcing' units. The results include the tools that these firms use, such as regular innovation meetings with suppliers and technology roadmaps linking firm strategy, innovation strategy and sourcing strategies. The paper also recommends that researchers shift from a narrow focus on a single project to a broader consideration of supplier and organisational issues in NPD.

Schwartz M, Hornych C (2010) Cooperation patterns of incubator firms and the impact of incubator specialization: Empirical evidence from Germany. Technovation 30:485-495 The article examines cooperation patterns of 150 firms located in German business incubators (BIs) More specifically, this study distinguishes between networking within the tenant portfolio and the academic-industry linkages of the tenant films We further contribute to the relevant literature by explicitly considering differences in cooperation patterns between firms located on diversified and specialized incubator facilities Empirical results do not support the common assumption that specialized incubation strategies increase the effectiveness of incubator-internal networking compared to diversified BIs Also, incubator specialization is not superior to diversified incubators with respect to the promotion of linkages of their tenants with academic institutions For academic linkages, industry effects matter more than incubator characteristics.

Scillitoe JL, Chakrabarti AK (2010) The role of incubator interactions in assisting new ventures. Technovation 30:155-167 Past literature on the development of new technology-based firms (NTBF) within business incubators suggests that the incubation process of these ventures includes both business and technical assistance. In addition, past literature suggests that this assistance is accessible through direct and networking interactions with the incubator management. However, research on the influence of each of these types of interactions on the types of beneficial assistance gained by ventures is unclear. Drawing predominately from social capital theory, this study examines the role of counseling and networking interactions with incubator management on both beneficial business and technical assistance for NTBFs. Results of this study suggest that business assistance, in the form of venture learning about buyer preferences, is best enabled through counseling interactions with incubator management. Learning buyer preferences was not enabled through networking interactions. Technical assistance, in the form of venture learning technological know-how skills, is best enabled through networking interactions with incubator management. Learning technological know-how skills was not enabled through counseling interactions. This study, therefore, highlights the importance and a clearer distinction of how both counseling and networking interactions with incubator management enable the incubation process of new ventures.

Sengun AE (2010) Which Type of Trust for Inter-firm Learning? Industry and Innovation 17:193-213 This study investigates the association between types of trust and inter-firm learning in buyer-supplier exchanges in an industrial cluster. More specifically, the study explores the impact of trust types on knowledge sharing among manufacturer and retailer SMEs in a furniture cluster. The results of empirical data from 158 manufacturers suggest no significant association between trust based on competence, reliability and predictability and inter-firm learning and a significant positive association between trust based on goodwill, benevolence and non-opportunism and inter-firm learning. The study findings integrate research on the relational and knowledge-related aspects of knowledge exchange at the dyadic inter-firm level.

Seol SS, Jin FZ, Kwon S (2010) An Analysis of Chinese Studies on the Management of Science, Technology and Innovation. Asian Journal of Technology Innovation 18:161-182 This paper reviews the top Chinese language journals on the management of science, technology and innovation (TIM) during 2000-2007 compared to the international and Korean journals. There are more than a dozen Chinese journals, and the volume has grown rapidly. Among these journals, only the top three journals have more articles than the 10 international TIM journals. However, there are many differences between Chinese studies and international studies: quite low number of references, shorter article length, two or three times more publication by each author, broad coverage of each journal showing the range of technology-firm-industry and different understanding of authorship.

Shepard S, Wilckens T (2010) Leading Pharmaceutical Innovation: Trends and Drivers for Growth in the Pharmaceutical Industry. R & D Management 40:511-512

Sherman JD, Rhoades RG (2010) Cycle Time Reduction in Defense Acquisition. Research-Technology Management 53:46-54 Embodied in the current concept of schedule as an independent variable, cycle time reduction is a subject of significant interest to the US. Department of Defense. In this review, research based on commercial product development is applied to defense acquisition and a model summarizing critical factors is presented. The model includes preconditions for cycle time reduction such as pervasive support, technological maturity, potential for non-developmental components, and customization of the acquisition process. Furthermore, the model identifies factors influencing cycle time such as setting requirements through dialogue, concurrent engineering, team composition, design for manufacturability and maintainability, prime contractor/supplier integration, user integration, design flexibility, continuity of expertise, incentives, and leadership by a product champion.

Shin J, Park Y (2010) Evolutionary optimization of a technological knowledge network. Technovation 30:612-626 Knowledge networks have two contradicting demands increasing flow and decreasing cost Maximizing the sum of these demands will result in an optimized network On the basis of the evolutionary optimization algorithm we suggest a quantitative way to produce an optimized technological knowledge network where optimality is defined as the maximization of overall benefit Applied to Korea s ICT network such a network results in a total knowledge flow increase of up to 75% in absolute measures and 150% with due regard to cost Our result supports the notion that self-organizing networks can be far from optimal and thus active intervention by policymakers or managers is necessary to take full advantage of the potential benefits Finally with clear-cut suggestions about where to add new links and remove old ones according to potential benefits this study sheds light on future policies with regard to evolutionary technology networks.

Shukla D (2010) Knowledge Sharing Among Scientists. R & D Management 40:515-515

Sieg JH, Wallin MW, von Krogh G (2010) Managerial challenges in open innovation: a study of innovation intermediation in the chemical industry. R & D Management 40:281-291 The current open innovation literature needs to be complemented with work on the managerial challenges faced by companies working with an innovation intermediary to solve research and development (R&D) problems. Based on an exploratory case study design, we investigate these managerial challenges in seven chemical companies working with the same innovation intermediary. Three recurring challenges were identified in all companies: (1) enlisting internal scientists to work with the innovation intermediary; (2) selecting the right problems; and (3) formulating problems so as to enable novel solutions. Based on the knowledge management literature, we explain how these challenges arise out of scientists' different work practices in internal vs. external R&D problem solving and we identify and discuss a number of remedies to these challenges.

Slowinski G, Sagal MW (2010) Good Practices in Open Innovation. Research-Technology Management 53:38-45 Open innovation (OI) has become a mainstream organizational process. Firms are establishing OI groups, allocating budgets, and measuring results. In this article, we identify twelve "good practices" associated with high quality open innovation efforts. In our experience, these practices are key inputs to the firm's OI system, leading to high quality results when effectively executed. The goal of this article is to help

management build the practices into their OI system and make continuous improvements in their OI processes.

Smith PG (2010) How We Decide. Journal of Product Innovation Management 27:292-294

Smith PG (2010) Nudge: Improving Decisions about Health, Wealth, and Happiness. Journal of Product Innovation Management 27:292-294

Smith R (2010) Computing Beyond the Firewall. Research-Technology Management 53:64-65

Smith R (2010) Google Means Every. Research-Technology Management 53:67-69

Smith-Doerr L (2010) Flexible Organizations, Innovation and Gender Equality: Writing for the US Film Industry, 1907-27. Industry and Innovation 17:5-22

Sofka W, Grimpe C (2010) Specialized search and innovation performance - evidence across Europe. R & D Management 40:310-323 Searching for external knowledge has frequently been characterized as crucial for firm success. However, little is known about how the direction of search strategies influences innovation performance. In this paper, we argue that firms need to specialize their search strategy and that its effectiveness is moderated by research and development (R&D) investments and potential knowledge spillovers from a firm's environment. Based on a sample of > 5,000 firms from five European countries, our results show that being open for innovation generally pays off. However, both moderating factors have a crucial role to play: on the one hand, in-house R&D investments are most effective when combined with a market-oriented search strategy. On the other hand, a technologically advanced environment requires firms to reach out to sources of scientific knowledge in order to access highly novel knowledge and to enhance innovation performance. We develop targeted management recommendations based on these results.

Sohn DW, Hur W, Kiln HJ (2010) Effects of R&D and Patents on the Financial Performance of Korean Venture Firms. Asian Journal of Technology Innovation 18:169-185 This study examines the causal effect of research and development (R&D) and patents on the financial performance of venture firms m Korea a model catch up economy The tests for random and fixed effects yielded important findings R&D investment is the most significant factor affecting patenting However the results for the effect of R&D and patents on financial performance were inconclusive Whereas R&D was positively correlated with sales growth R&D and patents did not improve firm profitability These findings illustrate the difference between advanced economies and catch up economies in terms of incentives for R&D and patents Unlike in advanced economies, venture firms m catch up economies have to depend on incentive based government support Venture firms in catch up economies respond to this incentive system by simply increasing the number of patents and by being less diligent in terms of achieving financial performance

Song LZ, Song M (2010) The Role of Information Technologies in Enhancing R&D-Marketing Integration: An Empirical Investigation. Journal of Product Innovation Management 27:382-401 The effective integration of research and development (R&D) and marketing contributes to the development of successful new products. Barriers such as physical separation of R&D and marketing, goal incongruity, and cultural differences hamper the cross-functional cooperation. However, it may not be either possible or desirable to eliminate the cross-functional integration barriers in practice. Previous research findings suggest that information technology (IT) can be used to reduce the negative impact of the barriers. This paper examines the moderating role of communication technologies (ITc) and decision-aiding technologies (ITd) in improving the R&D-marketing integration in new product development. The empirical findings from analyzing data on 171 new product development projects suggest that both IT systems can be used to reduce the negative impact of physical separation, goal incongruity, and cultural differences on R&D-marketing integration. However, effectiveness of the two types of IT differs. While IT(c) appears to be more effective than IT(d) in overcoming the constraint of physical separation, IT(d) is more effective than IT(c) in reducing the negative impact of goal incongruity and cultural differences. IT(c) is found to have the strongest effect on reducing the negative relationship of physical separation and integration, a less strong effect on cultural differences, and a weak effect on goal incongruity. Conversely, IT(d) is found to have a strong effect on goal

incongruity. These empirical findings provide guidelines for project managers using a specific IT to address a specific integration barrier. If the major barrier is physical separation, IT(c) is the best solution. On the other hand, if the major barrier is goal incongruity, IT(d) is the best solution. In addition, it is important for management to note that IT requires more than simply installing computer hardware and software. In addition to investing in those "hard" improvements, project managers should strive to create a supportive "soft" environment by consistently improving members' IT experiences and familiarity. In the process of the continuous development of IT, state-of-the-art technologies should be introduced in a timely manner and be made accessible to all team members. Finally, project managers should frequently observe their industry peers' IT usage to keep up with advances.

Song LZ, Song M, Parry ME (2010) Perspective: Economic Conditions, Entrepreneurship, First-Product Development, and New Venture Success. Journal of Product Innovation Management 27:130-135 Entrepreneurial ventures have a significant impact on new job creation and economic growth, but existing evidence indicates that most entrepreneurial ventures fail. This paper reports key insights from VENSURV, a new database that tracks the success and failure of ventures founded since 1998. Based on an analysis of 539 new ventures founded during the years 1991-2001, the following conclusions are reached. First, consistent with prior research, less than half of the 539 ventures survived more than two years. Second, economic downturns lead to higher failure rates for new ventures. Third, new venture success is highly correlated with first-product success. Fourth, first-product success is enhanced when those products are introduced into markets with emerging market needs but with established industry standards. Finally, first-product and venture performance are significantly higher for products based on ideas that came from the founders. In addition, the most successful first products are based on ideas that reflect both technology development and an analysis of customer needs.

Song M, Kawakami T, Stringfellow A (2010) A Cross-National Comparative Study of Senior Management Policy, Marketing-Manufacturing Involvement, and Innovation Performance. Journal of Product Innovation Management 27:179-200 The marketing-manufacturing interface is important to the success of product development. This research investigates the effect of senior management policies on the effectiveness of the marketing-manufacturing interface. Based on existing literature, a conceptual framework is developed that relates senior management policies, marketing-manufacturing involvement, and new product performance. The proposed framework is contingent on the national culture of the country in which product development occurs. Structural equation modeling is used to test the framework with data from a sample of 146 U.S. marketing managers and 185 Japanese marketing managers. The results suggest that a number of senior management policies are effective in promoting joint involvement between the marketing and manufacturing functions during the innovation process. While the use of formal cross-functional integration policies was found to promote marketing-manufacturing involvement both in the United States and Japan, team leader autonomy, team rewards, and job rotation were found to promote marketing involvement in the United States but not in Japan. On the other hand, promoting marketing-manufacturing involvement via goal clarity and promotion of teamwork proved to be effective in Japan. The results have a number of implications for product development practice. Foremost among these is the finding that, despite the fundamental ideological differences separating the marketing and manufacturing functions, senior management policies can enhance the level of marketing-manufacturing involvement, and consequently can improve the likelihood of new product success. The second implication is that the effectiveness of specific senior management policies depends on national culture. Thus, managers wishing to improve the marketing-manufacturing interface should select the policies that match the culture in which the product development project is located.

Spithoven A, Clarysse B, Knockaert M (2010) Building absorptive capacity to organise inbound open innovation in traditional industries. Technovation 30:130-141 The discussion on open innovation suggests that the ability to absorb external knowledge has become a major driver for competition. For R&D intensive large firms, the concept of open innovation in relation to absorptive capacity is relatively well understood. Little attention has: however, been paid to how both small firms and firms, which operate in traditional sectors, engage in open innovation activities. The latter two categories of firms often dispose of no, or at most a relatively low level of, absorptive capacity. Open innovation has two faces. In the case of inbound open innovation, companies screen their environment to search for technology and knowledge and do not exclusively rely on in-house R&D. A key pre-condition is that firms dispose of "absorptive capacity" to

internalise external knowledge. SMEs and firms in traditional industries might need assistance in building absorptive capacity. This paper focuses on the role of collective research centres in building absorptive capacity at the inter-organisational level. In order to do so, primary data was collected through interviews with CEOs of these technology intermediaries and their member firms and analysed in combination with secondary data. The technology intermediaries discussed are created to help firms to take advantage of technological developments. The paper demonstrates that the openness of the innovation process forces firms lacking absorptive capacity to search for alternative ways to engage in inbound open innovation. The paper highlights the multiple activities of which absorptive capacity in intermediaries is made up; defines the concept of absorptive capacity as a pre-condition to open innovation; and demonstrates how firms lacking absorptive capacity collectively cope with distributed knowledge and innovation.

Spithoven A, Frantzen D, Clarysse B (2010) Heterogeneous Firm-Level Effects of Knowledge Exchanges on Product Innovation: Differences between Dynamic and Lagging Product Innovators*. Journal of Product Innovation Management 27:362-381 Product innovation is the result of a constant interaction between the in-house research and development (R&D) department and knowledge exchanges with the firm's environment. Knowledge exchanges come in different forms. They break down into information gathering applied in new product development, research cooperation on particular innovation projects, and managing information outflows allowing the consequent appropriation of the results of product innovation through specific methods. The way firms handle knowledge exchanges affects their performance. This paper looks at three related indicators of performance: (1) research intensity (a measure of innovative input); (2) the share of revenue realized through innovative product sales (a measure of innovative output); and (3) their impact on the growth in total revenue. The bulk of the econometric literature looking into these matters only allows general statistical statements on the behavior of an "average" firm. This paper takes on another view by using the quantile regression method to stress the heterogeneity of innovative firms in their dealing with knowledge exchange and the effect this has on their performance. A first key finding is that research intensity is positively influenced by knowledge externalities, research cooperation, and appropriability, and it is through this that these variables affect innovative revenue and also the growth in total revenue. By using quantile regression these relationships are further refined to screen for differences in behavior between dynamic and lagging innovators. This refinement indicates that, in the case of research intensity, the knowledge externalities gain in importance in the higher quantiles and are insignificant in the lower ones. Next, research cooperation remains important in all quantiles, but a higher significance is observed in the higher quantiles as well. Finally, appropriability is extremely important for the lower quantiles, but it becomes insignificant in the highest. These findings corroborate the assumptions made in the literature on open innovation: knowledge externalities and research collaboration are vital for those opening up their firm for new ideas and who are, at the same time, reluctant to protect their findings through specific appropriation measures. In the case of innovative revenue all variables on knowledge exchange operate through the research intensity irrespective of the quantile, although the impact of research intensity on this type of revenue is higher in the upper quantiles. As for the growth in revenue, the effect of the innovative revenue is, again, higher in the higher quantiles. This suggests that dynamic product innovators have the most efficient R&D process and the strongest growers are so, especially, because they are successful product innovators.

Stolarick K, Mellander C, Florida R (2010) Creative Jobs, Industries and Places Introduction. Industry and Innovation 17:1-4

Stuer C, Husig S, Biala S (2010) Integrating art as a trans-boundary element in a radical innovation framework. R & D Management 40:10-18 Our paper bridges this gap by developing an improved theoretical framework, enhancing the existing literature and introducing art as a method to advance trans-disciplinary interchange. In a case-study approach, we have applied our framework to the research and development department of Vodafone Research and Development, Germany, as they integrate art methodically in their research and development process. Analysing their RI capabilities, we identify the trans-disciplinary exchange with artists as a novel initiator and driver of RI, which has not yet been adequately considered.

Su M, Rao VR (2010) New Product Preannouncement as a Signaling Strategy: An Audience-Specific Review and Analysis. Journal of Product Innovation Management 27:658-672 Firms in various industries with highly competitive environments use new product preannouncement (NPP) as one of the most effective and popular signaling tools. Preannouncements can bring both benefits and costs to firms. Extant research has studied NPP from different perspectives and tackled the questions, "Should a new product be preannounced and when?'' and "What information should be preannounced and why?'' However, the benefits and costs of preannouncements from an audience-specific perspective are less well understood. It is important to notice that benefits and costs of a preannouncement vary among different audiences and firms need to apply group-specific weights in assessing the overall benefits and costs prior to making new product preannouncements. The purpose of this article is to review the existing literature on new product preannouncements for commonly observed marketing problems and to develop a general approach focusing on the target audiences and the incentives in sending signals to each audience and the impacts of these signals. This paper first reviews the literature on marketing-related NPP issues as well as the determinants and effects of various factors on NPP decisions. Then, it discusses the phenomenon of new product preannouncements linked to other marketing and economics problems: (1) product development and positioning; (2) product diffusion and adoption; (3) firm value; (4) vaporware and antitrust litigations; and (5) consumer welfare. In addition, this paper divides the target audience of the new product preannouncement into four groups: customers, competitors, investors, and distributors. Based on current signaling theory, it proposes an audience-specific framework to analyze the determinants, incentives, and impact of new product preannouncements. The proposed approach may provide more comprehensive insights on NPP strategies to managers and industrial decision makers. Finally, the paper suggests a number of future research directions from four different perspectives (i.e., customer, firm, government/industry, and methodology).

Su ZF, Xie E, Peng JS (2010) Impacts of environmental uncertainty and firms' capabilities on R&D investment: Evidence from China. Innovation-Management Policy & Practice 12:269-282 This study tests the impacts of environmental uncertainty (market uncertainty, technological uncertainty, and competitive intensity) and firms' capabilities (marketing capability, technological capability, and operations capability) on R&D investment. Based on a survey of Chinese firms, we find that market uncertainty, technological capability, and operations capability all have positive influences, technological uncertainty has no effect, while competitive intensity and marketing capability have adverse effects on R&D investment. This research not only contributes to our knowledge of heterogeneity in R&D investment among firms, but also tests empirically the competing perspectives on the impacts of environmental uncertainty and firms' capabilities on R&D investment.

Suh D, Hwang J (2010) An analysis of the effect of software intellectual property rights on the performance of software firms in South Korea. Technovation 30:376-385 This paper explores the effect of software intellectual property rights (IPRs) on the performance of software firms in South Korea using the statistics of software copyright registrations and patent applications along with the financial statements of firms. According to our empirical results, R&D and software R&D input has a strong positive effect on the production of software copyrights and patents, and large firms exploit software IPRs better than small firms. We also found that there are quite different trends in the selection of the legal means of protection; firms in the software industry prefer to copyrighting, whereas firms in the manufacturing industry prefer to patenting. In addition, software copyrighting has a positive effect on software revenue and total revenue of firms, but software patenting fails to show a positive effect on software revenue. Consequently, in contrast to the prevailing consensus indicating a high preference for patenting, it is obvious in our analysis that software copyrighting is more beneficial for software firms.

Sun YF, Du DB (2010) Determinants of industrial innovation in China: Evidence from its recent economic census. Technovation 30:540-550 This study examines the sources of technological innovation in Chinese industries using the 2004 economic census data On the one hand, it analyzes the relationships between patent grants and new product sales On the other hand, it analyzes the relationships among in-house R&D, technology transfer from foreign and Chinese domestic technology markets, spillover effects of foreign investment, as well as export. The study reveals that in-house R&D has become the most important source for industrial innovation in China In-house technological efforts are critical for developing original

innovations as well as for absorbing the technologies transferred from external agencies However, neither technologies transferred from foreign countries nor those from the domestic technology market are playing significant roles in China's industrial innovation The spillover effect of foreign Investment on patent grants is strong and significant, though its impact on new product sales is insignificant. Export shows negative, though insignificant, impact on patent grants, but positive, strong, and significant effects on new product development. Overall, the results of this study demonstrate the critical role of in-house R&D in China's industrial innovation.

Sung TK (2010) Comparison of Determinants for Standards Activities of Korean Firms in Manufacturing and Service Sectors. Asian Journal of Technology Innovation 18:69-87 This paper compares the determinants of standards activities between manufacturing and service firms in Korea Dependent variables are standands management adoption of domestic standards and usage of international standards at firm level Independent variables include innovation activities (R&D efforts and patent application) firm size exports ratio network characteristics and organizational characteristics such as CEO attitudes on standards We estimate the logistic regression model using the data from 636 manufacturing and 102 service firms The study shows that CEO concerns on standards is the most decisive factor for all the Korean firms As for innovation activities Korean firms regardless of industry implement domestic standards activities and in house standards management in part from R&D Particularly firms with low R&D intensity utilize international standards as means of technology transfer m the global market We also found that manufacturing firms view standards activity as a technological innovation rather than patent protection However service firms view it the opposite way Although Korea is an export oriented country export activity has no relation to standards activities in all Korean firms Small sized enterprises in the manufacturing industry are likely to hesitate to invest their resources in standards activities Network characteristics of industries have a positive influence on usage of international standards in manufacturing firms Policy implications are presented m this paper as well

Talke K, Hultink EJ (2010) Managing Diffusion Barriers When Launching New Products. Journal of Product Innovation Management 27:537-553 In recent years there has been a growing interest in the link between new product launch activities and market success. So far, most empirical research has focused on launch activities that target customer adoption barriers. However, with such a focus the influence of other stakeholders on innovation diffusion is not taken into account. A review of diffusion research and stakeholder theory serves as a basis for discussing the influence of different stakeholder groups such as customers, dealers, suppliers, and competitors on innovation diffusion. Essentially, it is expected that addressing multiple diffusion barriers during new product launch will have a positive impact on market success. The new concept for launch activities addressing multiple diffusion barriers is tested with data on new product launches in industrial markets using a multiple-informant approach. The results lend support to the notion that a successful launch requires activities addressing diffusion barriers related to different stakeholder groups. Specifically, barriers related to customers, suppliers, and stakeholders of the further firm environment need to be lowered during market launch. For the group of competitors, a balanced launch approach including measures to both lowering and erecting entry and diffusion barriers will increase the market success of new products. The subsequent investigation of the influence of technological turbulence, market turbulence, and product complexity on the performance relationships shows that under high uncertainty managing multiple-diffusion barriers is of higher relevance than in more unambiguous, clear-cut contexts. Thus, the results demonstrate that a careful management of diffusion barriers related to multiple stakeholders is a relevant task when launching a new product. The paper concludes with implications for management practice and avenues for future academic research.

Talke K, Hultink EJ (2010) The Impact of the Corporate Mind-set on New Product Launch Strategy and Market Performance. Journal of Product Innovation Management 27:220-237 In the last decade, there has been an increasing interest in the link between new product launch strategy and market performance. So far, new product launch research has focused on this performance relationship without giving much attention to background factors that can facilitate or inhibit successful launch strategies. However, investigating such antecedents that set the framework in which different strategic launch decisions enable or prevent the market performance of new products is useful for enhancing the current state of knowledge. Drawing on the concept of a firm's orientation, the present study discusses the influence of the corporate mind-set on new product

launch strategy and market performance. It is hypothesized that the capability to successfully launch new products is based on the interplay between a firm's mind-set (i.e., an analytical, risk-taking, and aggressive posture) and its strategic launch decisions on setting launch objectives, selecting target markets, and positioning the new product. A research model with mediating effects is proposed, where the corporate mind-set determines the launch strategy decisions, which in turn impact market performance. The model is tested with data on 113 industrial new products launched in business-to-business markets in Germany using a multiple informant approach. The results support the mediated model as the dimensions of the corporate mind-set have a significant impact on most strategic launch decisions, which in turn significantly contribute to market performance. It is found that while an analytical posture relates to all three strategic launch decisions, risk taking and an aggressive posture have a significant impact on two, respectively one, launch strategy elements. These findings confirm the importance of investigating antecedents for a successful new product launch, as the corporate mind-set serves as a background resource that sets the framework for successful new product launch decisions. In the final section implications for research and managerial practice as well as limitations of this research are provided.

Tao L, Garnsey E, Probert D, Ridgman T (2010) Innovation as response to emissions legislation: revisiting the automotive catalytic converter at Johnson Matthey. R & D Management 40:154-168 Can environmental legislation spur innovative response? This case describes the development of the automotive catalytic converter (ACC) at Johnson Matthey (JM), a precious metals company that entered the automotive industry as a component provider. The market was unfamiliar to JM and highly competitive, but in the 1970s the US Environmental Protection Agency (EPA) introduced standards for emissions control by automotive companies well ahead of current practice. JM responded to the prospect of market demand for a technology that could meet the regulations. The EPA policy of technology 'forcing' stimulated collaboration for innovation among companies from a variety of industries. Our case evidence shows that the key innovator, JM, achieved its breakthrough as a result of proactive R&D management by the product champion together with sustained corporate support at a high level and partnership strategies.

Tao L, Probert D, Phaal R (2010) Towards an integrated framework for managing the process of innovation. R & D Management 40:19-30 Innovation has become a major driving force for business growth and success. However, successful and sustained innovation represents challenges rooted in technological uncertainties, ambiguous market signals and embryonic competitive structures. Notably, in the management of innovation, many challenges still remain in both theory and practice, which demand improved managerial approaches. In this context, the development of a practical and explicit management framework for the process of innovation could be beneficial. This research sets out to develop the concept of 'Innovation Readiness Levels' (IRL), an explicit model for managing the process of incremental innovation. Basically, IRL is a framework depicting the development of an innovation over its lifecycle. Within the emerging framework proposed in this paper, five key aspects that determine the effective implementation of innovation are identified. The lifecycle of innovation is then divided into six phases, and for each phase, associated assessment aspects and criteria are identified. By providing better monitoring and control, IRL is intended to help implement innovation over the lifecycle more effectively. It is also expected to apply as a management tool, for which guidance of use is suggested.

Tether B (2010) Design-Driven Innovation. R & D Management 40:512-513

Tolstoy D, Agndal H (2010) Network resource combinations in the international venturing of small biotech firms. Technovation 30:24-36 Integrating the resource-based view (RBV) with a network perspective on resources, this article contributes to the growing body of knowledge regarding the internationalization of smaller biotech firms. In particular, it looks at how these firms commercialize innovations by combining resources in their networks in order to enter new foreign markets with existing products and to enter existing foreign markets with new products. Six cases indicate that network resource combinations vary with the nature of the venture; whereas new international product ventures (NIPVs) exploit a broad set of network resources in concordance with the multifaceted challenges intrinsic to these endeavours (i.e., both redefining the product and redefining the market), new international market ventures (NIMVs) depend on a more narrow scope of network resources, deployed with the primary aim to expand and deepen the customer base

in foreign markets. The article concludes by proposing a model of the components of network resource combination capability.

Townsend JD, Cavusgil ST, Baba ML (2010) Global Integration of Brands and New Product Development at General Motors. Journal of Product Innovation Management 27:49-65 The rapidly globalizing marketplace reflects environmental characteristics requiring the development of unique capabilities that enable the firm to create competitive advantages. Correspondingly, this study addresses challenges faced by managers in a large company with a broad global footprint as it integrates the product development process and the portfolio of brands across geographic markets. In a global organization, the unique dynamic capabilities that need to be developed include a global orientation, global market knowledge competencies, and global coordination. The present study considers these capabilities with respect to process, position, and evolutionary history of the firm and its brands. Qualitative research methodology is employed to explore the phenomenon of moving products and brands from multidomestic to global. The findings indicate the structure of a global brand portfolio evolves through complex interactions among new product development, marketing, and brand management. Overall, the organization's current positions and past history form the basis of the ways routines, practices, and means of learning are combined and coordinated to implement product decisions that support brand objectives.

Tran Y (2010) Generating Stylistic Innovation: A Process Perspective. Industry and Innovation 17:131-161 In contrast to technological innovation, little is known about how innovation arises in the creative industries. This inductive study of product development practices in five fashion firms examines how organizations in the fashion industry develop a particular type of innovation: stylistic innovation. The resulting theoretical framework reveals that successful fashion firms develop stylistic innovations based on a unique combination of three sets of interrelated product development practicescreative sensing (inspiration-based), stylistic orchestrating (coherence-focused) and agile synchronization (timing-driven). This study's main contributions to the innovation literature are its crystallization of the key properties of stylistic product innovation, its development practices and extension of thinking about how these properties are different from prior development practices found in traditional technological industries.

Turek EJ (2010) Iri Community Forum. Research-Technology Management 53:64-64

Tyagi RK, Sawhney MS (2010) High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition. Journal of Product Innovation Management 27:83-96 Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high-performance product management at three levels: ( 1) the product manager as an individual; ( 2) the marketing processes related to product management; and ( 3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.

Un CA, Cuervo-Cazurra A, Asakawa K (2010) R&D Collaborations and Product Innovation. Journal of Product Innovation Management 27:673-689 This paper studies the relative impact on product innovation of research and development (R&D) collaborations with universities, suppliers, customers, and competitors. It argues that each type of R&D collaboration differs in terms of the breadth of new knowledge provided to

the firm and in the ease of access of this new knowledge, resulting in a different impact on product innovation. As a result, it proposes that R&D collaborations with universities are likely to have the highest impact on product innovation, followed by R&D collaborations with suppliers, customers, and, finally, competitors. These arguments are tested on the R&D collaborations undertaken by a sample of 781 manufacturing firms during 1998-2002. The tests find that R&D collaborations with suppliers have the highest positive impact on product innovation, followed by collaborations with universities. Surprisingly, R&D collaborations with customers do not appear to affect product innovation, and collaborations with competitors appear to harm it. Moreover, the positive influence of R&D collaborations with universities and suppliers is sustained over the long-term, but the negative influence of R&D collaborations with competitors is, fortunately, short-lived. These findings indicate that ease of knowledge access, rather than breadth of knowledge, appears to drive the success of R&D collaborations for product innovation. R&D collaborations with suppliers or universities, which are characterized by relatively easy knowledge access, have a positive influence on product innovation, whereas R&D collaborations with customers or competitors, which are characterized by reduced ease in knowledge access, are not related or are even negatively related to product innovation. Moreover, to achieve product innovation with the help of R&D collaborations, it appears that the collaboration must first have mechanisms in place to facilitate the transfer of knowledge; once these are in place, it is better if the partner has a relatively narrow knowledge base. Thus, while R&D collaborations with both suppliers and universities are positively related to product innovation, the narrow knowledge base provided by collaborations with suppliers appears to have a larger positive impact on product innovation than the wider knowledge base provided by collaborations with universities. These arguments and findings are important and novel. The paper is one of the first to theoretically explain and empirically show that various types of collaborations have a differential influence on product innovation. It goes beyond previous literature by providing a theoretical logic for ranking the likely impact of types of collaborations on product innovation. The study also suggests to managers to carefully select the partners for their firms' R&D collaborations. Collaborations with suppliers appear to be the most promising for product innovation, followed by collaborations with universities, whereas collaborations with competitors may be detrimental to product innovation.

van der Valk T, Gijsbers G (2010) The use of social network analysis in innovation studies: Mapping actors and technologies. Innovation-Management Policy & Practice 12:5-17 The utilization of social network analysis (SNA) in policy development and evaluation is still very limited. The aim of this paper is to identify research themes in innovation that may benefit from the application of SNA, and to examine implications for management and policy that are derived from this application in the academic literature. Three relevant research themes were identified: 1) networks of collaboration; 2) communication networks; and 3) networks of technology. The implications for management and policy and promising directions for further research are discussed.

van Oorschot K, Sengupta K, Akkermans H, van Wassenhove L (2010) Get Fat Fast: Surviving Stage-Gate (R) in NPD. Journal of Product Innovation Management 27:828-839 Stage-Gate (R) is a widely used product innovation process for managing portfolios of new product development projects. The process enables companies to minimize uncertainty by helping them identify-at various stages or gates-the "wrong" projects before too many resources are invested. The present research looks at the question of whether using Stage-Gate (R) may lead companies also to jettison some "right" projects (i.e., those that could have become successful). The specific context of this research involves projects characterized by asymmetrical uncertainty: where workload is usually underestimated at the start (because new development tasks or new customer requirements are discovered after the project begins) and where the development team's size is often overestimated (because assembling a productive team takes more time than anticipated). Software development projects are a perfect example. In the context of an underestimated workload and an understaffed team, the Stage-Gate (R) philosophy of low investment at the start may set off a negative dynamic: low investments in the beginning lead to massive schedule pressure, which increases turnover in an already understaffed team and results in the team missing schedules for the first stage. This delay cascades into the second stage and eventually leads management to conclude that the project is not viable and should be abandoned. However, this paper shows how, with slightly more flexible thinking (i.e., initial Stage-Gate (R) investments that are slightly less lean), some of the ostensibly "wrong" projects can actually become the "right" projects to pursue. Principal conclusions of the analysis are as follows: (1) adhering

strictly to the Stage-Gate (R) philosophy may well kill off viable projects and damage the firm's bottom line; (2) slightly relaxing the initial investment constraint can improve the dynamics of project execution; and (3) during a project's first stages, managers should focus more on ramping up their project team than on containing project costs.

Van Wyk RJ (2010) Technology assessment for portfolio managers. Technovation 30:223-228 In 2008 the CFA Institute, a global association of investment professionals, added a new topic to its Professional Development Program "How to judge the technological strength and potential of companies" This offering reflects the growing importance of technological considerations in investment decisions. The offering is rooted in a comprehensive procedure for a technology due diligence exercise The procedure relies on the recent advances in the management of technology (MOT), and particularly on the functionality grid, a key construct in the theory of technology The procedure is summarized in a one-page Technology Assessment Template that allows portfolio managers to perform a quick individual assessment This article describes the Template and offers brief guidelines as to as use

Vega-Gonzalez LR, Qureshi N, Kolokoltsev OV, Ortega-Martinez R, Blesa S (2010) Technology valuation of a scanning probe microscope developed at a university in a developing country. Technovation 30:533-539 Precompetitive technology urn refers to devices, equipment, software or processes primarily developed at universities in developing countries for research or teaching as a result of externally financed projects contracted between the university institutes, centers or faculties and industry PT is generally embodied in the form of laboratory prototypes and is licensed via technology transfer (TT) contracts between the university and external funding agencies or other interested parties In the process of defining the terms of a TT contract, a fundamental question arises what is the monetary value of a precompetitive technology? In this paper we present a methodology for PT valuation based on the identification of specific value points (SVP) related to its development The four-step method includes the definition of a PT value range based on cost and market approaches, expected incomes, present value and scoring in order to determine the relative weights of the primary aspects of the intellectual capital behind the technology The valuation methodology is applied to the specific example of a scanning probe microscope (SPM) developed at the Centro de Ciencias Aplicadas y Desarrollo Tecnologico of the Universidad Nacional Autonoma de Mexico (UNAM).

Velkov A (2010) The cutting edge - Innovation and entrepreneurship in New Europe. Innovation-Management Policy & Practice 12:249-249

Verganti R (2010) Collaborating with Customers to Innovate: Conceiving and Marketing Products in the Networking Age. R & D Management 40:433-434

von Hippel E (2010) Comment on 'Is open innovation a field of study or a communication barrier to theory development?' Technovation 30:555-555

Wang CH, Chin YC, Tzeng GH (2010) Mining the R&D innovation performance processes for high-tech firms based on rough set theory. Technovation 30:447-458 The research and development (R&D) innovation of firms continues to be viewed as an important source of competitive advantage to academics and practitioners. To explore and extract the R&D innovation decision rules, it is important to understand how the R&D innovation rule-base works. However, many studies have not yet adequately induced and extracted the decision rule of R&D innovation and performance based on the characteristics and components of the original data rather than on post-determination models. The analysis of this study is grounded in the taxonomy of induction-related activities using a rough set theory approach or rule-based decision-making technique to infer R&D innovation decision rules and models linking R&D innovation to sales growth. The rules developed using rough set theory can be directly translated into a path-dependent flow network to infer decision paths and parameters. The flow network graph and cause-and-effect relationship of decision rules are heavily exploited in R&D innovation characteristics. In addition, an empirical case of R&D innovation performance will be illustrated to show that the rough sets model and the flow network graph are useful and efficient tools for building R&D innovation decision rules and providing predictions. We will then illustrate that integrating the flow network graph with rough set theory can fully reflect the characteristics of R&D

innovation, and, through the established model, we can obtain a more reasonable result than with artificial influence.

Wang JT, Lin W, Huang YH (2010) A performance-oriented risk management framework for innovative R&D projects. Technovation 30:601-611 Uncertainty is one of the major inherent difficulties in developing innovative products due to their highly dynamic markets and technologies The presence of a large degree of uncertainty leads to high R&D risks resulting in many R&D failures Therefore it is important to manage R&D risks through all R&D stages to improve R&D project success rates This paper proposes a new risk management framework that aligns project risk management with corporate strategy and a performance measurement system to increase success rates of R&D projects and to accomplish corporate strategic goals The balanced scorecard is used to identify major performance measures of an R&D organization based on the firm vision and strategy Quality function deployment is adapted to transform organizational performance measures into project performance measures and a systematic procedure is developed for risk identification assessment response planning and control The proposed risk management framework enables an R&D project to be focused on achieving the corporate goals and provides a more effective way to identify assess analyze and monitor R&D risks along the project cycle The proposed methodology is illustrated with a drug development project.

Wang MY, Chang DS, Kao CH (2010) Identifying technology trends for R&D planning using TRIZ and text mining. R & D Management 40:491-509 The current pace of technological development has forced many companies to invest significant capital and resources in research and development (R&D) activities. A systematic and efficient method of identifying technology trends and their evolutionary potentials can help companies guide their R&D planning and wisely allocate their R&D resources. This study proposes a framework combining the evolutionary trends developed by the Theory of Inventive Problem Solving, or Teoriya Reshniya Izobretatelskikh Zadatch (TRIZ) in Russian, with the visualization technique of text mining to systematically identify technology trends from patent documents. As technological information in patent documents is stored almost entirely in text format, the text mining method allows R&D personnel to efficiently identify technology trends and effectively conduct R&D planning. Utilizing text mining method on patents of magnetic random access memory (MRAM) systems and the underlying principles of TRIZ evolutionary trends, this study shows that MRAM includes 10 important technology trends. These trends have almost reached the evolutionary limit phase defined by TRIZ, which means that MRAM is fast becoming a mature technology. Therefore, for businesses that intend to acquire MRAM technology they do not possess, a wise R&D plan may be licensing the technology, buying the technology from others, or participating in a joint venture rather than using in-house R&D.

Weiss M, Gangadharan GR (2010) Modeling the mashup ecosystem: structure and growth. R & D Management 40:40-49 Mashups combine data and services provided by third parties through open APIs (such as Google Maps and Flickr), as well as internal data sources owned by users. The creation of mashups is supported by a complex ecosystem of interconnected data providers, mashup platforms, and users. In this paper, we examine the structure of the mashup ecosystem and its growth over time. Several observations follow from our analysis. First, we can conclude that while the number of new APIs and mashups over time follows a linear growth pattern, the distribution of mashups over APIs is not uniform but follows a power law. This implies that a small number of APIs provides the basis for the majority of mashups, and the other APIs are only used in certain application niches. Second, our analysis suggests that mashup platforms were introduced in response to the increasing complexity of mashups, as mashups evolved from one-feature mashups (widgets). Third, we observe that complementary relationships between open APIs are formed based on the position of the APIs in the ecosystem. The propensity of two APIs to be used together in the same mashup depends on the existing number of mashups to which they both contribute. The growth of the mashup ecosystem follows a pattern where keystone data providers or 'powerful hubs' attract niche data providers as complementors, and the positions of keystones in the ecosystem are mutually reinforcing.

Whelan E, Teigland R, Donnellan B, Golden W (2010) How Internet technologies impact information flows in R&D: reconsidering the technological gatekeeper. R & D Management 40:400-413 Previous studies have firmly established the technological gatekeeper to be a key node in the innovation process - acquiring, translating, and disseminating external information throughout the R&D unit. However, the gatekeeper

concept has received modest attention in recent times. We argue that the concept needs to be re-examined in light of the recent advances in Internet technologies that have dramatically altered how knowledge workers source and share their information. Drawing on social network analysis and interview evidence from a medical devices R&D group, we find that the gatekeeper role is still vital, but no longer needs to be performed by a single individual. Instead, the modern R&D group can keep abreast of the latest technological advances through a combination of Internet-enabled internal and external communication specialists. This study makes a number of important contributions. The gatekeeper theory is extended through the development of an updated conceptual framework. We also discuss the practical implications of our findings and advise R&D managers on how to organise resources to maximise optimal information flows.

Wolff MF (2010) Worldwide R&D Investment Growth Slowed in 2008/09, New Scoreboards Show. Research-Technology Management 53:2-4

Wu SC, Fang WC (2010) The effect of consumer-to-consumer interactions on idea generation in virtual brand community relationships. Technovation 30:570-581 Prior studies have indicated that innovative ideas can originate either from intra-sector interactions or from outer-sector interactions (e g company-to-customer) However idea generation in virtual brand communities seems still lacking of empirical research even though It has become a remarkable Issue nowadays This paper therefore investigates the relationship between consumer-to-consumer (DC) interaction brand knowledge and idea generation in virtual brand communities Our hypotheses are tested on the basis of the analysis of data collected from 228 members of the Mondeo On-line Club in Taiwan The results indicate that C2C interaction is positively associated with idea generation The hierarchical moderated regression analysis reveals that human capital exerts a significant moderating effect and brand knowledge has a partial but significant mediating effect on the relationship between C2C interactions and Idea generation.

Wynstra F, von Corswant F, Wetzels M (2010) In Chains? An Empirical Study of Antecedents of Supplier Product Development Activity in the Automotive Industry. Journal of Product Innovation Management 27:625-639 In the literature on interorganizational collaboration in product development, considerable attention is given to supplier role classifications. Such classifications often link to a supplier's position in the overall supply chain, but the claim that this position has a substantial impact on its product development activities has seldom been empirically validated. The results from the present survey among Swedish automotive suppliers demonstrate that supplier product development activity is significantly affected by the position of the supplier in the supply chain and the supplier's strategic focus on innovation. While the latter has a stronger impact on product development activities, there is also an interaction effect implying that the effects of a supplier's innovation strategy are contingent on its supply chain position. Contrary to expectations, customer development commitment does not have any significant direct effect on supplier product development activities. Instead, this relation is fully mediated by supplier innovation strategy. These findings imply that, in contrast to conventional wisdom, product development activities are not strictly organized in "chains." Although supply chains can be useful metaphors for understanding the distribution of regular production activities between firms, they arguably apply less to the distribution of product development activities.

Xie XM, Zeng SX, Tam CM (2010) Overcoming barriers to innovation in SMEs in China: A perspective based cooperation network. Innovation-Management Policy & Practice 12:298-310 Innovation has been one of the key drivers of sustainable competitive advantage for small and medium-sized enterprises (SMEs). On the basis of a survey sample of 188 Chinese manufacturing SMEs, this paper explores barriers, cooperation networks and policy requirements in innovation for SMEs. This paper reveals that the 'lack of technical experts' is the most important barrier; the 'customer', the most important cooperation partner; and the 'preferential tax policy', the most favorable policy in innovation for SMEs. These findings reveal that many Chinese SMEs have difficulties in achieving successful innovation. Therefore, policies should be made based on internal and external constraints to facilitate innovation of SMEs, and varied depending on the size as well as the mode of ownership of firms.

Yanez M, Khalil TM, Walsh ST (2010) IAMOT and Education: Defining a Technology and Innovation Management (TIM) Body-of-Knowledge (BoK) for graduate education (TIM BoK). Technovation 30:389-400 Whether it is called Management of Technology and Innovation (MOTI), Management of Technology (MOT), Engineering Technology Management (ETM) or Technology and Innovation Management (TIM), the TIM field is rapidly growing and diverse. This diversity is built upon disparate university locations of TIM programs: TIM's emerging nature, its wide appeal as well as unique researcher and practitioner viewpoints. This has created a plethora of education materials, benchmark programs and pedagogical thought. Yet the field is growing so rapidly that no single source has yet been established which clearly identifies which topics and educational materials represents its basic Body of Knowledge (BoK). If this is so, then there is cause for concern. We review TIM pedagogy studies, TIM research, and the economic realities that initiated and continue to demand TIM education for managers. We leverage the five-year body of knowledge development activities of the International Association for the Management of Technology (IAMOT) education committee. We then develop a TIM BoK topic list and survey stakeholders that include: academics, industrial professionals and government policy makers. We found that there is a need for and convergence on a comprehensive TIM BoK source. The result is a TIM BoK source document that can be utilized to improve and monitor TIM educational programs around the world.

Yang CH, Lin HL, Li HY (2010) Do RD Spinoffs have Higher RD Productivity? Evidence from Taiwanese Electronics Firms. Industry and Innovation 17:285-307 The startup mode of spinoffs founded by RD employees (RD spinoffs) within the same industry is widespread in high-tech industries. The founders usually own specific human capital and key technological capability, enabling them to take the operational risk and to appropriate rewards of innovations under the industrial environment of rapid technological change. Whether high-tech RD spinoffs, compared to their other spinoff counterparts, have better RD productivity remains less well explored. According to the conceptual discussion of the advantages of intangible innovation assets embodied in company founders, this study argues that the founders' innovation cognition, knowledge externalities, absorptive capability and routine experience can help RD spinoffs to have higher RD productivity. We thus propose three hypotheses that are then empirically tested. Based on a sample of Taiwanese electronics firms, the empirical findings show that RD spinoffs invest with a higher RD intensity and on average have more patents issued. More importantly, the microeconometric estimates show that the patent and output elasticities of the RD of RD spinoffs are significantly higher than those of other firms, indicating that they actually have higher RD productivity.

Yang YJ, Wang CC (2010) Creativity among R&D Professional: Supervisory Support and Personality Traits. Asian Journal of Technology Innovation 18:229-248 The purpose of this study is to examine how supervisory support moderates the relationship between personality and creativity among R&D professional teams. A survey was conducted among 191 participants from 12 departments in the Industrial Technology Research Institute in Taiwan. Results show that supervisory support has various influences on the creativity of professionals with different personality traits. R&D professionals with openness to experience are likely to exhibit creativity only when they perceive high supervisory support. Conscientious professionals are likely to exhibit creativity when supervisors provide less support. Neuroticism was negatively related to creativity only when supervisors provide middle support. This study offers potentially invaluable referral for leaders to stimulate the creativity of subordinates.

Yu ASO, Figueiredo PS, Nascimento PTD (2010) Development Resource Planning: Complexity of Product Development and the Capacity to Launch New Products. Journal of Product Innovation Management 27:253-266 Overcommitment of development capacity or development resource deficiencies are important problems in new product development (NPD). Existing approaches to development resource planning have largely neglected the issue of resource magnitude required for NPD. This research aims to fill the void by developing a simple higher-level aggregate model based on an intuitive idea: The number of new product families that a firm can effectively undertake is bound by the complexity of its products or systems and the total amount of resources allocated to NPD. This study examines three manufacturing companies to verify the proposed model. The empirical results confirm the study's initial hypothesis: The more complex the product family, the smaller the number of product families that are launched per unit of revenue. Several suggestions and implications for managing NPD resources are discussed, such as how this study's model can establish an upper limit for the capacity to develop and launch new product families.

Yun JHJ, Park S, Lim DW, Hahm SD (2010) Emergence of East Asian TFT-LCD Clusters: A Comparative Analysis of the Samsung Cluster in South Korea and the Chimei Cluster in Taiwan. Asian Journal of Technology Innovation 18:201-228 This paper investigates cluster formation and the development processes of new thin file transistor liquid crystal display (TFT-LCD) clusters in East Asia. Despite the pivotal role of clusters in regional development and national competitiveness, there are only a few studies on how new East Asian high-tech clusters have emerged and evolved and how these clusters are similar to and different from other clusters. Based on a comparative analysis of new TFT-LCD clusters between Samsung in Asan-Tangjung, South Korea, and Chimei in Tainan, Taiwan, we examine dynamic development processes and investigate how these rural areas have changed into high-tech clusters in only a decade's time. Specifically, this paper explores the preconditions and initiation characteristics of TFT-LCD clusters. It also compares some similarities and differences between two East Asian TFT-LCD clusters and investigates the uniqueness of other global clusters. Therefore, this paper enhances our understanding of the dynamics of industrial clusters, adds a comparative perspective on cluster analysis, and suggests policy implications from the case study of cluster formation in South Korea and Taiwan.

Zeng SX, Xie XM, Tam CM (2010) Relationship between cooperation networks and innovation performance of SMEs. Technovation 30:181-194 The complexity of innovation processes led to a tremendous growth in the use of external networks by small- and medium-sized enterprises (SMEs). Based on a survey to 137 Chinese manufacturing SMEs, this paper empirically explores the relationships between different cooperation networks and innovation performance of SME using the technique of structural equation modeling (SEM). The study finds that there are significant positive relationships between inter-firm cooperation, cooperation with intermediary institutions, cooperation with research organizations and innovation performance of SMEs, of which inter-firm cooperation has the most significant positive impact on the innovation performance of SMEs. Surprisingly, the result reveals that the linkage and cooperation with government agencies do not demonstrate any significant impact on the innovation performance of SMEs. In addition, these findings confirm that the vertical and horizontal cooperation with customers, suppliers and other firms plays a more distinct role in the innovation process of SMEs than horizontal cooperation with research institutions, universities or colleges, and government agencies.

Zeppini P, van den Bergh J (2010) Competing Recombinant Technologies for Environmental Innovation: Extending Arthur's Model of Lock-In. Industry and Innovation 18:317-334 This article presents a model of sequential decisions about investments in environmentally dirty and clean technologies, which extends the path-dependence framework of B. Arthur (1989, Competing technologies, increasing returns, and lock-in by historical events, The Economic Journal, 99, pp. 116-131). This allows us to evaluate if and how an economy locked into a dirty technology can be unlocked and move towards clean technology. The main extension involves the inclusion of the effect of recombinant innovation of the two technologies. A mechanism of endogenous competition is described involving a positive externality of increasing returns to investment which are counterbalanced by recombinant innovation. We determine conditions under which lock-in can be avoided or escaped. A second extension is osymmetry breakingo of the system due to the introduction of an environmental policy that charges a price for polluting. A final extension adds a cost of environmental policy in the form of lower returns on investment implemented through a growth-depressing factor. We compare cumulative pollution under different scenarios, so that we can evaluate the combination of environmental regulation and recombinant innovation.