Dynamic complementarities in innovation strategies

James H. Love; Stephen Roper; Priit Vahter

doi:10.1016/j.respol.2014.05.005

Dynamic complementarities in innovation strategies

James H. Love^*, Stephen Roper, Priit Vahter

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

Using a panel of Irish manufacturing plants over the period 1991-2008 we test for dynamic complementarities in the joint use of internal R&D and external knowledge sources. We find little evidence, either from considering successive cross-sectional waves of comparable surveys, or in terms of the strategy switch choices of specific plants, that there has been a systematic move towards the joint use of internal and external knowledge in innovation. We then test formally for the presence of complementarities in the joint use of internal R&D and external innovation linkages. In static terms we find no evidence of complementarity, but in dynamic terms find evidence that strategy switches by individual plants towards a more 'open' strategy are accompanied by increased innovation outputs.

Original language	English
Pages (from-to)	1774-1784
Number of pages	11
Journal	Research policy
Volume	43
Issue number	10
Early online date	10 Jun 2014
DOIs	https://doi.org/10.1016/j.respol.2014.05.005
Publication status	Published - 2014

Bibliographical note

© 2014 The Authors. Published by Elsevier B.V. This is an Open Access article under the CC BY license (http://creativecommons.org/licenses/by/3.0/).

Funding: ESRC (RES-062-23-2767).

Keywords

dynamic complementarities
innovation strategies
Ireland
ppen innovation

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10.1016/j.respol.2014.05.005

Dynamic complementarities in innovation strategies
© 2014 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/3.0/).
Final published version, 441 KBLicence: CC BY 3.0

Cite this

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Dynamic complementarities in innovation strategies

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Bibliographical note

Keywords

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