On the adoption decision and the intensity of use of complementary innovations: The intra firm diffusion of management practices across UK establishments
On the adoption decision and the intensity of use of complementary innovations: The intra firm diffusion of management practices across UK establishments
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关于互补创新的采用决策和使用强度：管理实践在英国企业内部的传播
DOI：
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发表时间：
2006
期刊：
影响因子：
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通讯作者：
G. Battisti
中科院分区：
文献类型：
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作者：
A. Iona;G. Battisti
本文通过研究影响企业决定采用和使用互补创新的因素，对企业内创新扩散的文献做出了贡献。我们将互补创新定义为联合使用产生超加性增益的创新，即联合采用的增益高于单独采用每个创新所产生的增益之和。从理论的角度来看，我们提出了一个简单的决策模型，即公司决定“是否”和“多少”投资在每一个创新调查的基础上，从每个可能的组合采用和使用的预期利润收益。该模型显示了创新之间的互补程度如何影响公司的利润收益，因此，该公司将采用这些创新联合，而不是单独的可能性。从实证的角度来看，我们专注于四套管理实践，即运营（OMP），监控（MMP），目标（TMP）和激励（IMP）管理实践。我们表明，这些套做法，虽然在不同程度上，是相辅相成的。然后，我们构建了一个综合指标的深度使用。由此产生的公司内部指数不仅反映了所采用的做法的数量，而且反映了这些做法的个别使用深度及其互补性的程度。决策模型的实证检验进行了使用的证据，从1 238个英国机构的样本，目前在2004年工作场所就业关系调查（WERS）的通过行为。我们的实证结果表明，公司内部盈利能力为基础的模型是一个很好的模型，因为它可以解释更多的联合采用的可变性比模型的基础上采用和使用的个别做法。我们还调查了一些公司的具体和市场特征，通过影响收益的大小（联合采用创新可以产生）可能会推动使用的强度的四个创新。我们发现，建立规模，是否外国拥有，是否暴露于国际市场和最终产品的同质化程度的重要决定因素的强度的联合采用的四个创新。最重要的是，我们的研究结果指出，创新经济学文献已经表明，影响使用强度的技术创新的因素也影响使用的强度的创新管理实践。然而，它们只能解释样本中公司联合采用的多样性的一小部分。
This paper contributes to the literature on the intra-firm diffusion of innovations by investigating the factors that affect the firm’s decision to adopt and use sets of complementary innovations. We define complementary innovations those innovations whose joint use generates super additive gains, i.e. the gain from the joint adoption is higher than the sum of the gains derived from the adoption of each innovation in isolation. From a theoretical perspective, we present a simple decision model, whereby the firm decides ‘whether’ and ‘how much’ to invest in each of the innovations under investigation based upon the expected profit gain from each possible combination of adoption and use. The model shows how the extent of complementarity among the innovations can affect the firm’s profit gains and therefore the likelihood that the firm will adopt these innovations jointly, rather than individually. From an empirical perspective, we focus on four sets of management practices, namely operating (OMP), monitoring (MMP), targets (TMP) and incentives (IMP) management practices. We show that these sets of practices, although to a different extent, are complementary to each other. Then, we construct a synthetic indicator of the depth of their use. The resulting intra-firm index is built to reflect not only the number of practices adopted but also the depth of their individual use and the extent of their complementarity. The empirical testing of the decision model is carried out using the evidence from the adoption behaviour of a sample of 1,238 UK establishments present in the 2004 Workplace Employment Relations Survey (WERS). Our empirical results show that the intra-firm profitability based model is a good model in that it can explain more of the variability of joint adoption than models based upon the variability of adoption and use of individual practices. We also investigate whether a number of firm specific and market characteristics by affecting the size of the gains (which the joint adoption of innovations can generate) may drive the intensity of use of the four innovations. We find that establishment size, whether foreign owned, whether exposed to an international market and the degree of homogeneity of the final product are important determinants of the intensity of the joint adoption of the four innovations. Most importantly, our results point out that the factors that the economics of innovation literature has been showing to affect the intensity of use of a technological innovation do also affect the intensity of use of sets of innovative management practices. However, they can explain only a small part of the diversity of their joint adoption use by the firms in the sample.