Search

Evidence shows that training can increase product innovation. Yet in most studies survey design omits the differentiation between 'new' and 'improved' technical innovation. Thus, our objective is to quantify the impact of training on product and process innovation, especially in terms of new versus improved innovations. We use a national, establishment level, mandatory survey, explicity designed as longitudinal. We use a 2SLS approach to correct for endogeneity of training in the innovation production function. We find that training has no effect on new products, while it augments improved products. Training has a positive and significant effect on new and improved process innovations. A question that comes to mind is: 'Can we specifically train for new product innovation?' While there are highly cited papers in strategic management, we conclude after scanning the economics literature that a widely accepted theory of new product innovation does not exist. Perhaps, it is possible to train for new product innovation, while remaining cognizant of our inability to predict the recombinant knowledge required for newness. As Polanyi (1958. Personal Knowledge: Towards a Post-Critical Philosophy. University of Chicago Press) surmised: ' ... invention must be acknowledged to be unpredictable, a quality which is assessed by the intensity of the surprise it might reasonably have aroused'. [ABSTRACT FROM AUTHOR]

We survey 398 Chinese entrepreneurs within 118 entrepreneurial teams to investigate external social capital's impact on: the decision to start a venture and the mediating role that risk perception plays in that decision. Our results confirm that external social capital has a significant and positive effect on the decision to start a venture, while risk perception partly mediates this relationship. Furthermore, we find that the three dimensions of external social capital drive the decision to start a venture differently. The most important domains of external social capital are commercial social capital, followed by technical social capital and institutional social capital. [ABSTRACT FROM AUTHOR]

Our objective is to study Canada's patenting activity over time in aggregate terms by destination country, by assignee and destination country, and by diversification by country of destination. We collect bibliographic patent data from the Canadian Intellectual Property Office and the United States Patent and Trademark Office. We identify 19,957 matched Canada–US patents, 34,032 Canada-only patents, and 43,656 US-only patents from 1980 to 2014. Telecommunications dominates in terms of International Patent Classification technologies for US-only and Canada–US patents. At the firm level, the greatest number of matched Canada–US patents were granted in the field of telecommunications, at the university level in pharmaceuticals, at the government level in control and instrumentation technology, and at the individual level in civil engineering. We use entropy to quantify technological diversification and find that diversification indices decline over time for Canada and the USA; however, all US indices decline at a faster rate. [ABSTRACT FROM AUTHOR]

This study investigates whether organisational innovation has positive impacts on small and medium enterprises, using three waves of the South Korean innovation survey. While correcting for endogeneity, we find that the probability of achieving a process or product innovation conditional on organisational innovation increases in a linear fashion from small to large firms. Moreover, the effects of organisational innovation are more pronounced for process innovation relative to product innovation. We show that R&D performers who implement an organisational innovation have a greater probability of introducing a new product or process. We also show that larger R&D performing firms benefit more from organisational innovation than smaller firms. Finally, we find evidence that high-tech industries benefit more from organisational innovation, in accordance with one of our hypotheses. [ABSTRACT FROM AUTHOR]

The purpose of this paper was to test the effect of organizational innovation on product and process innovation (while controlling for endogeneity). Our hypothesis was that organizational innovation should have a significant and positive impact on technical (product or process) innovation. We control for endogeneity by using a Poisson estimator that accommodates a binary endogenous regressor. We test 10 potential instruments using a battery of test criteria and settle on five. All results are presented using the five instruments to avoid expectation bias. In general we find that organizational innovation does impact technical innovation positively. With the 2009 data we find that the mean of the average treatment effect for product innovation is roughly 1.7 times that of process innovation. For the 2009–2012 data we find that the impact on product innovation is roughly 1.5 times that of process innovation. For the 2012 data, we had anomalous results for process innovation, such that organizational innovation reduced the number of process innovations by 2.3 per year. In terms of Canadian government policy, the results lend support to the view that technical innovation is not the only innovation that matters. The right policy mix may encourage firms to experiment with and adopt more organizational innovations to enhance technical innovation. [ABSTRACT FROM AUTHOR]

We find a divergence in the literature regarding the treatment of how organizational innovation affects innovation and performance. One point of view suggests that organizational innovation impacts performance only, while the other suggests that it impacts technical innovationandfirm performance. We use the framework of Crepon-Duguet-Mairesse (CDM) to control for endogeneity; we also use two different measures for organizational innovation. Our contributions to the literature are: the CDM framework in this context is novel; prior research either did not/could not control for endogeneity whereas the CDM framework mitigates this. To discriminate between the direct and indirect approach, we implemented AIC and BIC tests. We find that for the innovation equations in all cases and regardless of which organizational innovation variable is used the direct model is preferable. In contrast, for the productivity equations, we find that in all cases the indirect model is preferable. Thus we do not have a definitive statistical test for which model is superior. Yet, it is our contention that organizational innovation is a new routine within the firm that should impact technical innovation. Furthermore, organizational design theories deduce that organizational innovationshouldimpact technical innovation-implying that the direct model is indeed preferable. [ABSTRACT FROM PUBLISHER]

The article evaluates the Joint Strike Fighter (JSF) F-35 Lighting II from Lockheed Martin.