Assessing complementarity in organizational innovations for technological innovation: the role of knowledge management practices

Abstract

We empirically investigate the pattern of complementarity among four organizational practices. Firm-level data were drawn from the Community Innovation Survey, carried out in Luxembourg. Supermodularity tests confirm the crucial role of organizational innovation in raising firms’ technological innovation. The pattern of complementarity across organizational practices differs according to the type of innovation (i.e. product or process), as well as according to whether the firm is in the first stage of its innovation process (i.e. being innovative or not) or in a later stage (i.e. sales of new products).

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