Dynamic complementarities in innovation strategies


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.

Publication DOI: https://doi.org/10.1016/j.respol.2014.05.005
Divisions: Aston Business School
Aston Business School > Economics, Finance & Entrepreneurship
Additional Information: © 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).
Uncontrolled Keywords: dynamic complementarities,innovation strategies,Ireland,ppen innovation,Engineering(all),Management of Technology and Innovation,Strategy and Management,Management Science and Operations Research
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Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
PURE Output Type: Article
Published Date: 2014
Published Online Date: 2014-06-10
Authors: Love, James H.
Roper, Stephen
Vahter, Priit



Version: Published Version

License: Creative Commons Attribution

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