Table 4 - uploaded by Marion Frenz
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This paper offers a new angle on innovation modalities by adopting a recently emerging approach towards identifying innovation typologies via exploratory data analysis techniques with the aim to tease out some underlying latent variables that represent coherent innovation strategies for groups of firms. Mixed modes of innovation include aspects of...
Contexts in source publication
Context 1
... core modes, to varying degrees and with different connotations, are exhibited within countries. Table 4 provides the factor loadings of the core mixed modes of innovation. High loadings in Table 4 indicate that a specific variable/measure shapes the mode with which it has a high correlation. ...
Context 2
... 4 provides the factor loadings of the core mixed modes of innovation. High loadings in Table 4 indicate that a specific variable/measure shapes the mode with which it has a high correlation. The definitions -names of modes -introduced in Table 4 and the text below, are stylized to common elements. ...
Context 3
... loadings in Table 4 indicate that a specific variable/measure shapes the mode with which it has a high correlation. The definitions -names of modes -introduced in Table 4 and the text below, are stylized to common elements. The names reflect our own interpretation of the patterns that are revealed by the factor loadings. ...
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Citations
... Those authors also indicate that innovation and globalization are complementary and reinforcing factors, which means that globally active innovators experienced better results in post-crisis recovery. Frenz and Lambert (2011), based on UK companies CIS research, show that despite falling activity innovation during the crisis, both kinds of innovation, new to the market and new to the firm, had a positive influence on performance. Nunes, Lopes, and Dias (2013), examining the crisis effects on companies depending on innovation types, reveal that companies operating within knowledge networks increase resilience. ...
This paper studies the determinants of companies’ performance during the crisis based on their short-term (sales changes) and medium-term (exit) reaction, using firms’ data from the European Firms in Global Economy (EFIGE) survey and combining them with balance-sheet statistics. The results, based on the four largest euro area countries show that vulnerability to the crisis depended on a company’s mode of international operation. More sophisticated forms of internationalization increased firms’ resilience in the first and second waves of the crisis. The paper also investigates the mediating role of intangible assets and financial constraints in the relationship between internationalization and companies’ response to the crisis. While intangible assets were very important for preventing a drop in sales for internationalized firms immediately after 2008, they amplified the probability of firms’ exit five years after the crisis in weaker European countries (Spain and Italy). At the same time, financial constraints increased companies’ probability of exit. Innovation prevented a drop in firms’ sales and firms’ exit.
... Those authors also indicate that innovation and globalization are complementary and reinforcing factors, which means that globally active innovators experienced better results in post-crisis recovery. Frenz and Lambert (2011), based on UK companies CIS research, show that despite falling activity innovation during the crisis, both kinds of innovation, new to the market and new to the firm, had a positive influence on performance. Nunes et al. (2013), examining the crisis effects on companies depending on innovation types, reveal that companies operating within knowledge networks increase resilience. ...
This paper studies the determinants of companies’ performance during the crisis based
on their short-term (sales changes) and medium-term (exit) reaction, using firms’ data
from the EFIGE survey and combining them with balance-sheet statistics. The results
show that vulnerability to the crisis depended on a company’s position within a GVC
and modes of international operation. While exporters were more affected than nonexporters
during the first crisis, their survival rates were not lower five years later.
Moreover, more sophisticated internationalization modes increased firms’ resilience
in the first and second waves of the crisis. The paper also investigates the mediating
role of intangible assets and financial constraints in the relationship between
internationalization and companies’ response to the crisis. While intangible assets
were very important for preventing a drop in sales for internationalized firms
immediately after 2008, they amplified the probability of firms’ exit five years after
the crisis in weaker European countries (Spain and Italy). At the same time, financial
constraints increased companies’ probability of exit. Innovation prevented a drop in
firms’ sales and firms’ exit.
... The approach is typical of this strand of work and stresses the integral nature of innovation. Hence, whenever "innovation-oriented activities carried out together to create and market a new good or service, or improve on production, delivery and business processes" (Frenz, Lambert 2010 are implemented purposefully and in a systemic way, these activities can be referred to as an innovation strategy. ...
Knowledge sharing research is growing in Latin America. Most instruments used to measure employees' knowledge sharing activities have been developed in the Anglo-American language (English). Currently there is no instrument available to measure the knowledge-sharing construct in Spanish. The purpose of this paper is to present the results of the research process adopted to design, construct and validate such an instrument in the Spanish language. The validation process was conducted with 228 knowledge workers in Colombia. The instrument has two components. The first part (32 items) evaluates the different ways in which knowledge is shared in an organization. The second part (24 items) evaluates the different tools used in an organization to share knowledge. The validation process is structured in three steps: the construction of the items following a review of the literature, psychometric validation, and the statistical verification of the instrument's sub-scales. Four categories of types of knowledge and four categories of knowledge sharing techniques are identified. The results of this research contribute to the understanding of a broader perspective of the measurement of knowledge sharing behaviour and enable the measurement of this construct in Spanish. Many of the current instruments are very short and do not consider categories of knowledge sharing, neither tools people use to share knowledge. It is expected that the instrument will become a referent to the measurement of knowledge sharing in Spanish speaking countries. It is recommended the translation into English and the validation process of the instrument with an English speaking sample.
... The paper is consistent with the recently emerging approach towards innovation strategies, often also referred to Inga Stankevice nature of innovation. Hence, whenever " innovation-oriented activities carried out together to create and market a new good or service, or improve on production, delivery and business processes " (Frenz, Lambert 2010) are implemented purposefully and in a systemic way, these activities can be referred to as an innovation strategy. ...
Knowledge sharing research is growing in Latin America. Most instruments used to measure employees' knowledge sharing activities have been developed in the Anglo-American language (English). Currently there is no instrument available to measure the knowledge-sharing construct in Spanish. The purpose of this paper is to present the results of the research process adopted to design, construct and validate such an instrument in the Spanish language. The validation process was conducted with 228 knowledge workers in Colombia. The instrument has two components. The first part (32 items) evaluates the different ways in which knowledge is shared in an organization. The second part (24 items) evaluates the different tools used in an organization to share knowledge. The validation process is structured in three steps: the construction of the items following a review of the literature, psychometric validation, and the statistical verification of the instrument's sub-scales. Four categories of types of knowledge and four categories of knowledge sharing techniques are identified. The results of this research contribute to the understanding of a broader perspective of the measurement of knowledge sharing behaviour and enable the measurement of this construct in Spanish. Many of the current instruments are very short and do not consider categories of knowledge sharing, neither tools people use to share knowledge. It is expected that the instrument will become a referent to the measurement of knowledge sharing in Spanish speaking countries. It is recommended the translation into English and the validation process of the instrument with an English speaking sample.
... The approach is typical of this strand of work and stresses the integral nature of innovation. Hence, whenever "innovation-oriented activities carried out together to create and market a new good or service, or improve on production, delivery and business processes" (Frenz, Lambert 2010, 2012 are implemented purposefully and in a systemic way, these activities can be referred to as an innovation strategy. ...
... Hence, the degree, to which domestic institutional environment conditions innovation strategies of firms, varies according to industry. Conceivably, the variance partly explains the findings of Frenz and Lambert's (2010) research, which, despite integration of a number of characteristics of innovation (e.g. level of uncertainty, source of knowledge, etc.) beyond the extent to which product qualities are differentiated, failed groping any significant embeddedness at neither country nor sector level, except for technological and patent modes of innovation. This is precisely the reason for why this paper attempts to look for the patterns of institutional and sectoral embeddedness at the level of elements of innovation strategy, and not at the level of types of innovation strategies, as Frenz and Lambert did (2010). ...
... Hence, innovation strategy of a firm should be understood as a central, integrated, externally oriented concept of how a firm will achieve its goals of innovative activity. This comprehension of innovation strategy is strongly supported by the recently emerging approach towards identifying integrated, and not fragmented, concept of innovation (Frenz, Lambert 2010;Battisti, Stoneman 2010). In fact, as it follows from the explored literature, the choice of innovation strategy for a firm depends on many factors, including national institutions, industry policy, internal resources, organizational culture, etc. ...
In light of the controversy of the dispute about the role of national institutions in shaping innovation strategies of firms, and in light of the lack of explicitness of the notion of innovation strategy within the dispute, this paper aims at ascertaining if national institutional subjection of a firm is fateful in shaping its innovation strategy. The sample companies represented two distinct sets of institutions – Lithuanian vs. Swiss, and two distinct sectors – laser producers vs. contact centres. Warm-house conditions were ensured to eliminate other potentially disruptive factors. Following methods were used to analyse the data: exploratory case study, correlation analysis, test of difference, cluster analysis, and cross-tabulation. The survey highlighted the most important, with regard to national and sectoral disparities, characteristics of innovation strategy.
