Angelo Natalicchio, Antonio Messeni Petruzzelli and Achille Claudio Garavelli
The purpose of this paper is to understand if and how the technological diversifications of collaborating firms and public research organisations (PROs) affect the technological…
Abstract
Purpose
The purpose of this paper is to understand if and how the technological diversifications of collaborating firms and public research organisations (PROs) affect the technological impact of the resulting joint-patented innovations.
Design/methodology/approach
The authors conduct an analysis on a database of 590 dyadic joint patents, assigned to both firms and PROs, registered from 1976 to 2010 to the US Patent and Trademark Office and belonging to green technological classes, as defined by the International Patent Classification green inventory.
Findings
The study reveals that the assignees’ technological diversification has a significant influence on the impact of the patents jointly developed. Indeed, the results show that the most impactful joint patents result from collaborations involving technologically diversified firms.
Research limitations/implications
This research sheds further light on the establishment of R&D collaborations between firms and PROs to jointly innovate. Specifically, it provides a novel perspective to investigate the impact of joint patents, by focussing on the assignees’ technological profile.
Practical implications
The present work suggests that firms characterised by a higher degree of technological diversification are more likely to co-develop patent of higher technological impact, as resulting from collaboration with PROs.
Originality/value
This study investigates the factors affecting the impact of joint patents resulting from collaborations between firms and PROs. In particular, the present research focusses on the effect of a relevant characteristic of the partners, such as their technological diversification.
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Angelo Natalicchio, Lorenzo Ardito, Tommaso Savino and Vito Albino
Knowledge assumes a pivotal role in the open innovation (OI) paradigm. Yet OI has been scantly investigated by adopting a knowledge management (KM) lens. Therefore, the purpose of…
Abstract
Purpose
Knowledge assumes a pivotal role in the open innovation (OI) paradigm. Yet OI has been scantly investigated by adopting a knowledge management (KM) lens. Therefore, the purpose of this paper is to provide a systematic literature review of the KM practices analysed by prior literature to support OI activities.
Design/methodology/approach
To perform a valuable literature review, the steps for systematic review proposed by previous studies have been adopted. These steps have yielded a final sample of 34 articles. Afterward, the authors have distinguished and analysed the identified articles according to the three main OI processes, i.e. inbound, outbound and coupled OI processes.
Findings
This research groups and highlights the most relevant KM practices to support OI activities on the basis of the inbound, outbound and coupled OI processes.
Originality/value
Despite knowledge is the most relevant resource exchanged in OI activities, this is the first attempt to highlight how knowledge should be managed in an OI context by adopting a KM lens. Furthermore, the authors also identify relevant topics that have been so far understudied, which the authors suggest as future research directions.
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Jiafeng Gu, Lorenzo Ardito and Angelo Natalicchio
This study aims to verify the influence of chief executive officer (CEO) cognitive trust and governmental support on marketing innovation. Additionally, it evaluated the influence…
Abstract
Purpose
This study aims to verify the influence of chief executive officer (CEO) cognitive trust and governmental support on marketing innovation. Additionally, it evaluated the influence of CEO cognitive trust on the marketing innovation of small, medium and micro enterprises (SMMEs).
Design/methodology/approach
The authors empirically assessed the impact of CEO cognitive trust on SMME marketing innovation. Furthermore, the authors examined the mediating effect of governmental support on this relationship. The authors then studied a sample of 1,770 SMMEs in China by applying partial least squares structural equation modeling.
Findings
The authors found that CEO cognitive trust was negatively associated with marketing innovation. Moreover, governmental support has a competitive mediating effect on this relationship. Thus, while governmental support is urgently needed to enhance the marketing innovation of SMMEs, CEO cognitive trust negatively impacts this relationship.
Research limitations/implications
This study empirically establishes the importance of CEO cognitive trust and governmental support as antecedents in SMME marketing innovation. This contributes to the knowledge base of the management field, adding to important streams in the wider business literature, such as marketing studies, leadership management, strategic management and innovation. While the model is parsimonious, the relationships it highlights are robust and can be generalized to other contexts.
Practical implications
Managers must not only have high levels of trust and authority but must also embody these characteristics rationally. Simultaneously, managers must actively establish a trusting relationship with the government, thereby improving their company’s ability to integrate government policy information while also actively seeking governmental support. These measures are helpful in enhancing the marketing innovation capabilities of SMMEs.
Social implications
SMMEs occupy an important position in all countries’ economies and their vitality directly determines the strength of the economy. Formulating reasonable marketing strategies will help enhance market competitiveness and promote the rapid development of SMMEs.
Originality/value
The literature on marketing innovation has paid little attention to CEO cognitive trust, while CEOs’ cognitive characteristics are an increasingly relevant antecedent in SMME marketing innovation. This study analyzed CEO cognitive trust as a possible antecedent of marketing innovation activities in SMMEs, with this influence path being evaluated. This study extends the current knowledge in this field by considering the effects of CEO cognitive trust on marketing innovation.
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Angelo Natalicchio, Antonio Messeni Petruzzelli, Silvio Cardinali and Tommaso Savino
The purpose of this paper is to understand if and how the adoption of an open innovation (OI) strategy, that is acquiring externally developed knowledge, influences the innovation…
Abstract
Purpose
The purpose of this paper is to understand if and how the adoption of an open innovation (OI) strategy, that is acquiring externally developed knowledge, influences the innovation performance of firms and how this relationship is moderated by the recruitment of highly educated employees and the implementation of employee training activities.
Design/methodology/approach
The authors conducted an analysis based on the results of the 2010-2012 Italian Innovation Survey and considered only manufacturing firms. Accordingly, the econometric analysis was based on 2,836 firm-observations.
Findings
The study reveals that acquiring externally developed knowledge positively affects the innovation performance of firms. Additionally, while the moderation effect due to recruiting highly educated employees is not statistically significant, the implementation of training activities negatively moderates the investigated relationship.
Research limitations/implications
The present research confirms the positive effects of the adoption of OI strategies on the innovation performance of firms and, additionally, shows that implementing employee training activities may negatively influence the abovementioned relationship.
Practical implications
The present study suggests that firms acquiring externally developed knowledge should be careful in performing employee training activities, since they may hinder the positive effects of adopting OI strategies.
Originality/value
This study contributes to the OI literature, by showing the positive effects of the acquisition of externally developed knowledge on the innovation performance of firms and by analysing the moderating role of human resources management practices, which is an aspect scantly discussed in the literature.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The authors investigate antecedents of marketing innovation in small, medium and micro enterprises (SMMEs). They found CEO cognitive trust to be negatively associated with marketing innovation, and government support to have a positive impact.
Originality/value
The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format
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Manlio Del Giudice, Elias G. Carayannis, Daniel Palacios-Marqués, Pedro Soto-Acosta and Dirk Meissner
Stefano Franco, Angelo Presenza and Antonio Messeni Petruzzelli
Technological platforms encourage the exchange of knowledge and creation of new ideas that create new value for participating members who pool and combine their knowledge…
Abstract
Purpose
Technological platforms encourage the exchange of knowledge and creation of new ideas that create new value for participating members who pool and combine their knowledge, facilities, tools and skills, thus contributing to the development of innovative solutions. This paper focuses on hackathon platforms, working as open innovation intermediaries, investigating their role and functions and exploring how they encourage the collaboration and the innovativeness among participants in order to boost their innovative new ideas.
Design/methodology/approach
The research method is a qualitative design that includes in-depth interviews of ten stakeholders that play different roles in “Hack for Travel,” the case under analysis. It is a hackathon organized entirely online, as a response to the crisis generated by coronavirus disease 2019 (COVID-19).
Findings
Findings revealed six processes developed by the hackathon platform used to effectively organize the event and facilitate participants to cooperate and share knowledge in order to boost the spread of innovative ideas. Results identify how hackathons should be organized and through which processes they work as innovation platforms.
Originality/value
This is one of the first attempts to study the increasing phenomenon of hackathons, providing theoretical contribution and practical implications about their role in developing innovation.
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Marcella Giacomarra, Maria Crescimanno, Georgia Sakka and Antonino Galati
The purpose of this paper is to explore how a food and beverage packaging company manages internal and external stakeholders to achieve sustainable innovation outcomes, as well as…
Abstract
Purpose
The purpose of this paper is to explore how a food and beverage packaging company manages internal and external stakeholders to achieve sustainable innovation outcomes, as well as to contribute to the spread of sustainability paths along the supply chain, on which it operates.
Design/methodology/approach
A case study approach was chosen and applied multiple methods of semi-structured interviews and a documentation review.
Findings
Results reveal a structured stakeholder relationship management, according to which the packaging company acts through a stakeholder engagement process to both acquire and share new knowledge to address stakeholder pressure. Co-creation models result in a winning strategy to exploit knowledge, above all in a supply chain context, where actors should act as a part of a strictly interlinked system, involving external stakeholders (also suppliers) and internal stakeholders in joint eco-innovation projects. The case study shows the potential strategic role of a packaging company in affecting relevant actors of the supply chain through the promotion of a sustainability culture.
Research limitations/implications
The first limitation is linked to the chosen case study approach, which does not allow for results to be generalized. Future works could arrange panel data analysis to investigate in depth the behavior of several packaging companies regarding stakeholder relationship management.
Practical implications
Managerial implications mainly underline that, to fully address market stakeholder pressure, managers should recognize the relevance of acquiring and sharing new knowledge from external sources, without underestimating the need to integrate it with internal stakeholders (employees) for its exploitation.
Originality/value
The present work is original for the food and beverage industry, with specific attention on the packaging sector, which, until today, has been widely investigated regarding food and waste loss reduction strategies, but less often from the perspective of stakeholder relationship management in addressing sustainability.
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Cinzia Battistella, Alberto Felice De Toni and Elena Pessot
This work provides new insights into possible managerial choices and development directions for practising open innovation (OI) in companies. The purpose of this paper is to…
Abstract
Purpose
This work provides new insights into possible managerial choices and development directions for practising open innovation (OI) in companies. The purpose of this paper is to explore the different practices, actors and tools adopted for opening up the innovation process, in particular, by small- and medium-sized enterprises (SMEs) that are still facing difficulties in its implementation.
Design/methodology/approach
The paper is based on a literature review and an exploratory survey of a sample of 85 European SMEs.
Findings
The study identifies a total of 23 practices, 20 actors and 11 tools involved in the OI processes of companies. It highlights, through literature and empirical evidence, how different combinations of practices, actors and tools are put into practice.
Research limitations/implications
The developed framework offers new insights both from OI literature and from practitioners’ point of view into the supporting decision-making processes regarding which practices to implement, tools to adopt and actors to collaborate with. A wider investigation is recommended to include more variables to define the differences among the combinations of practices, actors and tools in terms of types of innovation (e.g. product, process, etc.), the openness degree and other contextual factors.
Originality/value
The originality of this paper is based on the fact that it focusses on a practical perspective of OI implementation, building a framework of reference from previous literature and empirical investigation.
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Angelo Rosa, Alessandro Massaro, Giustina Secundo and Giovanni Schiuma
This study aims to provide a methodology and tools to design new organizational processes and artificial intelligence (AI)-based scoring to optimize the resources management in…
Abstract
Purpose
This study aims to provide a methodology and tools to design new organizational processes and artificial intelligence (AI)-based scoring to optimize the resources management in healthcare units.
Design/methodology/approach
Process design and process data-driven simulation: the processes are designed by the business process modeling and notation and the unified modeling language standards. Data processing is performed by Correlation matrix analysis and by Fuzzy c-Means data clustering. The matching between the two methods provides the most indicated final corrective actions of the “TO BE” organizational model.
Findings
This proposed method, experimentally applied in this work merging the lean management model (LMM), process mining (PM) and AI methods, named process mining organization (PMO) model (Rosa et al., 2023 (b)), is able to improve organizational processes of a hospitalization unit (HU) by developing three propaedeutic phases: (1) analysis of the current state of the processes (“AS IS”) by identifying the critical issues as bottlenecks of processes, (2) AI data processing able to provide additional classified and predicted information allowing the “TO BE” workflow process and (3) implementation of corrective actions suggested by the PMO in order to support strategic decision-making processes in the short, medium and long term by classifying an order of priority about the healthcare procedures/protocols to perform.
Research limitations/implications
The main limitation of the proposed case study is in the limited number of available digital data to process. This aspect reduces the capability to interpret result. In any case, the proposed methodology is a “launch” work to define a new approach to integrate organizational processes including workflow design and AI scoring. Future work will be focused on managerial implications due to use of the discussed method: design and development of new human resource (HR) organizational protocols following data analysis to optimize costs and care services and to decrease injury compensation claims.
Practical implications
Main implications are in healthcare managerial scenarios: design and development of new HR organizational protocols following data analysis to optimize costs and care services and to decrease injury compensation claims.
Social implications
Care services optimization is addressed on HUs.
Originality/value
The design of HR organizational processes integrates AI-driven data decision-making processes. This case study examines AI-based innovation analytics addressed on resource efficiency.