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on Knowledge Management and Knowledge Economy |
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Issue of 2015‒12‒20
four papers chosen by Laura Ştefănescu Centrul European de Studii Manageriale în Administrarea Afacerilor |
| By: | Carlino, Gerald (Federal Reserve Bank of Philadelphia); Kerr, William R. (Harvard University, Bank of Finland, and NBER) |
| Abstract: | This paper reviews academic research on the connections between agglomeration and innovation. We first describe the conceptual distinctions between invention and innovation. We then discuss how these factors are frequently measured in the data and note some resulting empirical regularities. Innovative activity tends to be more concentrated than industrial activity, and we discuss important findings from the literature about why this is so. We highlight the traits of cities (e.g., size, industrial diversity) that theoretical and empirical work link to innovation, and we discuss factors that help sustain these features (e.g., the localization of entrepreneurial finance). |
| Keywords: | agglomeration; clusters; innovation; invention; entrepreneurship |
| JEL: | J20 J60 L10 L20 L60 O30 R10 R30 |
| Date: | 2015–12–10 |
| URL: | http://d.repec.org/n?u=RePEc:hhs:bofrdp:2015_027&r=knm |
| By: | O.A. Carboni; G. Medda |
| Abstract: | This paper investigates the role of research activity and other micro determinants, on firms' investment behaviour. The empirical analysis is based on a large representative and cross-country comparative sample of manufacturing firms across seven European countries. Given the potential simultaneity between investment decision and R&D spending, we used an instrumental variable procedure to overcome the problem of endogeneity and an instrument was constructed to cope with this issue. We find that R&D positively affects investment decisions. The analysis highlights the importance of financial factors, particularly with respect to firms’ internal resources, and also sensible cross-country effects, in determining the investment level. |
| Keywords: | r&d, investment, firm behavior, IV model |
| JEL: | C31 O32 |
| Date: | 2015 |
| URL: | http://d.repec.org/n?u=RePEc:cns:cnscwp:201515&r=knm |
| By: | Emre S. Ozmen (University of Salford); M Atilla Oner (Yeditepe University) |
| Abstract: | Change management in organizations is often compartmentalized thru either top-down or bottom up strategies. Paper scrutinizes pros and cons for both approaches based on research made with MARC (Management Application Research Center) of Yeditepe University. |
| Keywords: | Strategy,Change |
| Date: | 2015–09–01 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:halshs-01201827&r=knm |
| By: | Hottenrott, Hanna; Lopes-Bento, Cindy |
| Abstract: | R&D collaboration facilitates pooling of complementary skills, learning from the partner as well as sharing risks and costs. Research therefore repeatedly stressed the positive relationship between collaborative R&D and innovation performance. Fewer studies addressed potential drawbacks of collaborative R&D. Collaborative R&D comes at the costs of coordination and monitoring, requires knowledge disclosure and involves the risk of opportunistic behaviour by the partners. Thus, while the net gains from collaboration can be high initially, cost may start to outweigh those benefits if firms engage in multiple collaborative projects simultaneously. This study explicitly considers a firm's collaboration intensity, that is, the share of collaborative R&D projects in the firms' total R&D project portfolio. For a sample of 2,891 firms located in Germany, active in abroad range of manufacturing and service sectors and of which 86% are SMEs, we indeed find that increasing the share of collaborative R&D projects in total R&D projects is associated with a higher probability of product innovation and with a higher market success of new products. While we can confirm previous findings in terms of gains for innovation performance, we also find that collaboration has decreasing and even negative returns on product innovation if its intensity increases above a certain threshold. Consequently, the relationship between collaboration intensity and innovation has an inverted-U shape. In particular, costs start outweighing benefits if a firm pursues more than about two thirds of its R&D projects in collaboration. This result is robust to conditioning market success to the introduction of new products and to accounting for the selection into collaborating. |
| Keywords: | innovation performance,product innovation,R&D partnerships,collaboration intensity,financing constraints,collaboration complexity,transaction costs,selection model,endogenous switching |
| JEL: | O31 O32 O33 O34 |
| Date: | 2015 |
| URL: | http://d.repec.org/n?u=RePEc:zbw:zewdip:14108r&r=knm |