Organizing the innovation process:complementarities in innovation networking


This paper contributes to the developing literature on complementarities in organizational design. We test for the existence of complementarities in the use of external networking between stages of the innovation process in a sample of UK and German manufacturing plants. Our evidence suggests some differences between the UK and Germany in terms of the optimal combination of innovation activities in which to implement external networking. Broadly, there is more evidence of complementarities in the case of Germany, with the exception of the product engineering stage. By contrast, the UK exhibits generally strong evidence of substitutability in external networking in different stages, except between the identification of new products and product design and development stages. These findings suggest that previous studies indicating strong complementarity between internal and external knowledge sources have provided only part of the picture of the strategic dilemmas facing firms.

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Divisions: College of Business and Social Sciences > Aston Business School > Economics, Finance & Entrepreneurship
College of Business and Social Sciences > Aston Business School
Additional Information: This is an Author's Accepted Manuscript of an article published in Love, J. H., & Roper, S. (2009). Organizing the innovation process: complementarities in innovation networking. Industry and innovation, 16(3), 273-290. Industry and innovation 2009 © Taylor & Francis, available online at:
Uncontrolled Keywords: innovation,networking,complementarities,UK,Germany,Business, Management and Accounting(all),Management of Technology and Innovation
Publication ISSN: 1469-8390
Last Modified: 08 May 2024 07:08
Date Deposited: 08 Dec 2009 11:30
Full Text Link: http://www.tand ... 662710902923776
Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
PURE Output Type: Article
Published Date: 2009-06
Authors: Love, James H.
Roper, Stephen



Version: Accepted Version

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