Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2012 | nr 33 | 237--265
Tytuł artykułu

Synergy in product and marketing innovations of Polish exporters - research outcomes

Warianty tytułu
Języki publikacji
According to a widely accepted OECD definition, the innovation is the implementation of a new or significantly improved product (good or service), or a process, a new marketing method, or a new organizational method in business practices, workplace organization or external relations. Therefore, the four types of innovation have been distinguished: product innovation, process innovation, marketing innovation, and organizational innovation1. The paper focuses on the analysis of the relationships between product and marketing innovation2 and firm international competitiveness measured by the intensity of the firm's export sales and new product sales. The product and marketing innovations are complementary in character and should be coordinated in order to reach synergy effects in the firms' competitive strategies based on differentiation. The further re-orientation of Polish firms toward this type of competitive strategy is critically important in order to sustain their international competitiveness. As both the innovativeness and inter-organizational linkages in the context of innovation are listed among the relative weaknesses of Polish firms, we aim also at the analysis of innovation cooperation practices of Polish firms in selected manufacturing industries. The presented material is based partly on the authors' working paper Cooperation in innovations: The case of Polish manufacturing firms revised by international ghost reviewers and presented at the 37th European International Business Academy (EIBA) Annual Conference, "Taking International Business to the Next Level - Emerging Issues, Strategies and Economies", Bucharest, 8-10th December 2011. (original abstract)
Opis fizyczny
  • Szkoła Główna Handlowa w Warszawie
  • Szkoła Główna Handlowa w Warszawie
  • Barney J., Firm resources and sustained competitive advantage, "Journal of Management" 1991, No. 1.
  • Becker. S. Egger P., Endogenous product vs. process innovation and firm's propensity to export. CESIFO 2007, Working Paper No. 1906.
  • Belderbos R., Carre M., Lokshin B., Complementarity in R&D cooperation strategies, "Review of Industrial Organisation" 2004, Vol. 28, No. 4.
  • Bell G.G., Clusters, networks and firm innovativeness, "Strategic Management Journal" 2005, Vol. 26.
  • Best J.R., Market-based management. Strategies for growing customer value and profitability, 5th ed. Pearson Education. Upper Saddle River. N.J. 2009.
  • Caloghirou Y., Kastelli I., Tsakanikas A., Internal capabilities and external knowledge sources: Complements or substitutes for innovative performance, "Technovation" 2004, Vol. 24.
  • Cassiman B., Veugelers R., In search of complementarity in innovation strategy: internal R&D. cooperation in R&D and external technology acquisition, "Management Science" 2006, Vol. 52, No. 1.
  • Chesbrough H., Open innovation: the new imperative for creating and profiting from technology, Harvard Business Press, Boston 2003.
  • Chesbrough H., Vanhaverbeke W., West J.. Open innovation. Researching a new innovation paradigm, Harvard Business School Press, Boston 2006.
  • Clausen T.H., Pohjola M., International competitiveness: internal capabilities and open innovation as sources of export performance. MICRO-DYN. EU Sixth Framework Programme, 2009, Working Paper No. 05/09.
  • Collis D. J., Montgomery C., Corporate strategy. Resources and the scope of the firm, Irwin/McGraw-Hill, Chicago 1997.
  • Day G.S., The capabilities of market-driven organizations, "Journal of Marketing" 1994, Vol. 58, October.
  • de Wit B., Meyer R., Strategy synthesis: Resolving strategy paradoxes to create competitive advantage, Thomson Learning, London 2005.
  • Donaldson B., O'Toole T., Strategic Market Relationship, 2nd ed., J. Wiley, Chichester 2007.
  • Freeman C., Networks of innovators: a synthesis, "Research Policy" 1991, No. 5.
  • Gourlay A.R., Seaton J.S., UK export behaviour at the firm level, "Economic Issues" 2004, No. 2.
  • Hagedoorn J., Wang N., Is there complementarity or substitutability between internal and external R&D strategies? UN University. UNU-Merit Working Paper Series No. 2010-005.
  • Halpern L., Literature survey on the links between innovation, competition, competitiveness, entry & exit, firm survival and growth. MICRO-DYN. EU Sixth Framework Programme 2007, Working Paper No. 02/07.
  • Kanter R.M., Collaborative advantage, "Harvard Business Review" 1994, No. 4.
  • Laursen K., Salter A., Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms, "Strategic Management Journal" 2006, Vol. 27.
  • Lewis J.D., Partnerships for profit. Structuring and managing strategic alliances, Free Press, New York 1990.
  • Lichtenthaler U., Open innovation: past research, current debates and future directions, "Academy of Management Perspectives" 2011, February.
  • Lokshin B., van Gils A., Bauer E., Crafting firm competencies to improve innovative performance. UNUMERIT Working Paper Series 009. United Nations University. Maastricht Economic and Social Research and Training Centre on Innovation and Technology, 2008.
  • Morgan R.M., Hunt S.D., Relationship-based competitive advantage: the role of relationships marketing in marketing strategy, "Journal of Business Research" 1999, Vol. 46.
  • Mothe C., Thi T.U.N., The link between non-technological innovation and technological innovation, "European Journal of Innovation Management" 2010, Vol. 13, No. 3.
  • Narver J.C., Slater S.F., The effect of a market orientation on business profitability, "Journal of Marketing" 1990, Vol. 54, October.
  • Oslo Manual. Guidelines for collecting and interpreting innovation data. Joint publication by OECD and Eurostat, 3rd ed., OECD Publishing, 2005.
  • Prahalad C.K., Hamel G., The core competence of the corporation, "Harvard Business Review" 1990, May- June.
  • Roper S., Love J.H., Innovation and export performance: evidence from the UK and German manufacturing plants, "Research Policy" 2002, No. 7.
  • Sakakibara M., Heterogeneity of firm capabilities and co-operative research and development: an empirical examination of motives, "Strategic Management Journal" 1997, Vol. 18, No. 6.
  • Schmiedeberg C., Complementarities of innovation activities: An empirical analysis of the German manufacturing sector, "Research Policy" 2008, Vol. 37.
  • Singh S., Market orientation. corporate culture and business performance, Ashgate, Burlington VT, 2004.
  • Song M., Droge C., Hanvanich S., Calantone R., Marketing and technological resource complementarity: an analysis of their interaction effect in two environmental contexts, "Strategic Management Journal", 2005, Vol. 26.
  • Tidd J., Bessant J., Managing innovation: integrating technological. market and organizational change. (4th ed.), J. Wiley, Chichester 2009.
  • von Hippel E., Democratizing innovation, MIT Press, Cambridge, MA, 2005.
  • Wernerfeld B., A resource-based view of the firm, "Strategic Management Journal" 1984, September-October.
  • Woodward. R., Yoruk. D.E., Koc. P., Pander W, Knowledge-based entrepreneurship in Poland. CASE Network Studies and Analyses, 2010, No. 408.
  • Wziątek-Kubiak A., Balcerowicz E., Peczkowski M., Differentiation of innovation behaviour of manufacturing firms in the New Member States - Cluster analysis on firm-level data (2009) Micro-Dyn. Working Paper No. 08/09, Warsaw.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.