Is R&D Enough to Take Advantage From External Knowledge? Focusing on Coordination Mechanisms
Is R&D Enough to Take Advantage From External Knowledge? Focusing on Coordination Mechanisms
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DOI：
10.4067/s0718-27242014000200009
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发表时间：
2014-05
影响因子：
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通讯作者：
Ana García-Granero;J. Vega-Jurado;Joaquín Alegre-Vidal
中科院分区：
文献类型：
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作者：
Ana García-Granero;J. Vega-Jurado;Joaquín Alegre-Vidal
本文旨在分析研究与开发（R&D）和协调机制（如决策的分散化和组织流程的正规化）在外部知识转化为创新成果中的作用。我们使用调查数据进行标准的普通最小二乘回归，在一个有代表性的样本公司从西班牙瓷砖行业。研究结果表明，R&D是一个重要的调节器，影响获得外部知识和创新成果之间的关系。第二，形式化往往会对外部知识转化为创新产出产生不利影响。第三，如果区分探索性创新和利用性创新，则存在差异。这项研究有助于外部知识采购的研究，到目前为止，只考虑到R&D，忽视了协调机制的作用，在利用这种知识。此外，这项研究与组织理论有关。到目前为止，这些文献都集中在创新的协调机制的直接影响。我们发现，后者可以是偶然的外部知识过程。最后，我们添加到这两个文献流显示的不同性质的结果时，考虑探索性或剥削性的创新。
The purpose of this paper is to analyze the role of research and development (R&D) and coordination mechanisms (such as decentralization in decision-making and formalization of organizational processes) in the transformation of external knowledge into innovation results. We use survey data for performing standard ordinary least squares regressions in a representative sample of firms from the Spanish Ceramic Tile Industry. The results suggest that R&D is an important moderator influencing the relationship between acquiring external knowledge and innovation outcomes. Second, formalization tends to have a detrimental effect in the transformation of external knowledge into innovation outputs. Third, there are differences if it is discriminated between exploratory and exploitative innovations. This study contributes to external knowledge sourcing research that insofar has only taken account of R&D, neglecting the role of coordination mechanisms, in the exploitation of this knowledge. Moreover, this study is relevant to organization theory. To date, this literature has focused on the direct effect of coordination mechanisms on innovation. We show that the latter can be contingent on external knowledge processes. Lastly, we add to both literature streams by showing the different nature of the results when considering exploratory or exploitative innovations.