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Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013. / Mina, A.; Bascavusoglu-Moreau, E.; Hughes, A.
In: Academy of Management Proceedings, Vol. 2013, No. 1, 01.2013, p. 782-787.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Mina, A, Bascavusoglu-Moreau, E & Hughes, A 2013, 'Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013', Academy of Management Proceedings, vol. 2013, no. 1, pp. 782-787. https://doi.org/10.5465/AMBPP.2013.188

APA

Mina, A., Bascavusoglu-Moreau, E., & Hughes, A. (2013). Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013. Academy of Management Proceedings, 2013(1), 782-787. https://doi.org/10.5465/AMBPP.2013.188

Vancouver

Mina A, Bascavusoglu-Moreau E, Hughes A. Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013. Academy of Management Proceedings. 2013 Jan;2013(1):782-787. doi: 10.5465/AMBPP.2013.188

Author

Mina, A. ; Bascavusoglu-Moreau, E. ; Hughes, A. / Exploiting knowledge flows: Openness and the innovative performance of business services : Academy of Management 2013 Annual Meeting, AOM 2013. In: Academy of Management Proceedings. 2013 ; Vol. 2013, No. 1. pp. 782-787.

Bibtex

@article{7eb3c76c5135440abac9f6b59b31e9f0,
title = "Exploiting knowledge flows: Openness and the innovative performance of business services: Academy of Management 2013 Annual Meeting, AOM 2013",
abstract = "Innovation requires a capacity to seek, absorb and utilize external knowledge, and an ability to develop, leverage or exchange internally-generated knowledge. Internally, it requires the structuring of information channels within and across hierarchical or divisional levels. Externally, it implies choices and costs in selecting and managing interactions and collaborations. Based on an original survey of open innovation practices amongst UK firms, this paper addresses this gap by exploring the impact of external and internal openness, the role of formal vs. informal knowledge sourcing practices (and their interaction), on the innovative performance of business services. Not only external but also internal openness positively affect the innovative performance of firm. Among different types of knowledge exchange mechanisms, informal practices are especially effective. On the contrary, joint engagement in formal and informal practices appears to decrease the firm{\textquoteright}s share of innovative sales, a possible indication of diseconomies of scale or managerial attention constraints. In-depth analyses of different groups of firms generate further insights into how the benefits of openness vary with firm size.",
author = "A. Mina and E. Bascavusoglu-Moreau and A. Hughes",
year = "2013",
month = jan,
doi = "10.5465/AMBPP.2013.188",
language = "English",
volume = "2013",
pages = "782--787",
journal = "Academy of Management Proceedings",
issn = "0065-0668",
publisher = "British Academy of Management",
number = "1",

}

RIS

TY - JOUR

T1 - Exploiting knowledge flows: Openness and the innovative performance of business services

T2 - Academy of Management 2013 Annual Meeting, AOM 2013

AU - Mina, A.

AU - Bascavusoglu-Moreau, E.

AU - Hughes, A.

PY - 2013/1

Y1 - 2013/1

N2 - Innovation requires a capacity to seek, absorb and utilize external knowledge, and an ability to develop, leverage or exchange internally-generated knowledge. Internally, it requires the structuring of information channels within and across hierarchical or divisional levels. Externally, it implies choices and costs in selecting and managing interactions and collaborations. Based on an original survey of open innovation practices amongst UK firms, this paper addresses this gap by exploring the impact of external and internal openness, the role of formal vs. informal knowledge sourcing practices (and their interaction), on the innovative performance of business services. Not only external but also internal openness positively affect the innovative performance of firm. Among different types of knowledge exchange mechanisms, informal practices are especially effective. On the contrary, joint engagement in formal and informal practices appears to decrease the firm’s share of innovative sales, a possible indication of diseconomies of scale or managerial attention constraints. In-depth analyses of different groups of firms generate further insights into how the benefits of openness vary with firm size.

AB - Innovation requires a capacity to seek, absorb and utilize external knowledge, and an ability to develop, leverage or exchange internally-generated knowledge. Internally, it requires the structuring of information channels within and across hierarchical or divisional levels. Externally, it implies choices and costs in selecting and managing interactions and collaborations. Based on an original survey of open innovation practices amongst UK firms, this paper addresses this gap by exploring the impact of external and internal openness, the role of formal vs. informal knowledge sourcing practices (and their interaction), on the innovative performance of business services. Not only external but also internal openness positively affect the innovative performance of firm. Among different types of knowledge exchange mechanisms, informal practices are especially effective. On the contrary, joint engagement in formal and informal practices appears to decrease the firm’s share of innovative sales, a possible indication of diseconomies of scale or managerial attention constraints. In-depth analyses of different groups of firms generate further insights into how the benefits of openness vary with firm size.

U2 - 10.5465/AMBPP.2013.188

DO - 10.5465/AMBPP.2013.188

M3 - Journal article

VL - 2013

SP - 782

EP - 787

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 0065-0668

IS - 1

ER -