Partners' knowledge utilization and exploratory innovation: the moderating effect of competitive and collaborative relationships

Jiuling Xiao · Yuting Bao

30 citations0/0 files storedInternational Journal of Operations & Production Management

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Innovation and Knowledge Management Intellectual Property and Patents Business Strategy and Innovation

Abstract

Purpose Partners' knowledge is an essential source of knowledge for organizations in the collaborative innovation. Exploratory innovation is an innovation strategy that is significant to the organization and is characterized by learning and absorbing new knowledge for new products and technology. The purpose of this study is to investigate the impact of partners' knowledge utilization on exploratory innovation and to analyze further the moderating effect of previous competitive and collaborative relationships between organizations on the above relationships. Design/methodology/approach In this study, the patent data of 1,636 organizations in the nano-biopharmaceutical field collaboratively from 1998 to 2020 are used as a sample. The knowledge networks and collaboration networks are constructed through the patent data. A negative binomial regression method is used to conduct the empirical study. Findings The results indicate that partners' knowledge utilization has an inverted U-shaped effect on exploratory innovation. The competitive relationship steepens the inverted U-shape effect of partners' knowledge utilization on exploratory innovation and makes the turning point to the left. The collaborative relationship steepens the inverted U-shape effect of partners' knowledge utilization on exploratory innovation and makes the turning point to the right. Originality/value This study is the first to examine the impact of partners' knowledge utilization on exploratory innovation and to explore the role of the competitive and collaborative relationships between organizations. It extends current research in organizational innovation and knowledge management by providing insight into partners' knowledge utilization.

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References

1985Economic Action and Social Structure: The Problem of Embeddedness 1991Exploration and Exploitation in Organizational Learning 1994A Dynamic Theory of Organizational Knowledge Creation 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited 2006Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators 2006The Interplay Between Exploration and Exploitation 1985Innovation: Mapping the winds of creative destruction 1995Social Structure and Alliance Formation Patterns: A Longitudinal Analysis

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