Session 24

Managing Innovation Strategies

Track A

Date: Saturday, December 15, 2012

 

Time: 15:30 – 16:45

Common Ground

Room: Meeting Room 4


Facilitator:

  • Jiang Wei, Zhejiang University

Title: Does Public Funding of University R&D Influence High-Tech Entrepreneurship?

Authors

  • Jian Bai Li, Stanford University
  • Charles Eesley, Stanford University
  • Delin Yang, Tsinghua University

Abstract: In this paper, we explore the effects of institutional change on entrepreneurial innovation. We take advantage of a natural experiment in the form of China’s Project 985 and use a quasi-experimental research design to study how Project 985, which brought about significant institutional change to a subset of Chinese universities, affected the innovation and performance of entrepreneurial firms in China. Using data drawn from an alumni survey of Tsinghua University, we find that Project 985 positively impacted entrepreneurial innovation but negatively affected entrepreneurial performance. We contribute to the literature on firm behavior in emerging economies by offering insights on how specific institutions affect the innovation and performance of entrepreneurial firms.

Title: Latecomer’s Maginot Line Dilemma: When Technology Transfer Meets Customer Power

Authors

  • Yifei Du, University of Electronic Science and Technology of China

Abstract: This proposal focuses on the tension between technology transfer and customer power and its resultant dilemma that latecomers face when they construct the right Maginot Line. Taking an evolutionary lens, I have conducted 7-year field-based investigations and a longitudinal study of over 1,000 events in time sequence over a 40-year period. Central to my proposal is the “Maginot Line” dilemma: why do latecomers ease the tension by stepping into dilemmas with strong dual-dependence? My research might implies how the latecomer’s Maginot Line can effectively moderate the tension, which relates to the conference topic-- “imitation and innovation vs. competition and cooperation”. Also, my findings might contribute to recent renaissance of resource dependence theory and to newly discussion on process-based absorptive capacity.

Title: Research and Development in Emerging Markets: Bio-Pharmaceutical Innovation in China and India

Authors

  • Danielle Dunne, Fordham University
  • Falguni Sen, Fordham University

Abstract: Recent studies suggest that Research and Development (R&D) activities are becoming increasingly global in nature. In particular R&D activity is being located in emerging markets such as China and India. While many multinational firms began work in emerging economies with the goal of decreasing costs, the activities being performed in these locations are changing as local capabilities in new areas of the biopharmaceuticals value chain are developed. This study explores the globalization of the complex innovation process in the biopharmaceuticals industry asking: What activities are being performed, where are these activities being located, and how are they being structured? By focusing on eight multinational firms in the biopharmaceuticals industry we build a more holistic picture of this phenomenon and its key challenges.

Title: Supporting Innovation Generation and Appropriation: The Dual Roles of Political Ties in New Product Development

Authors

  • Yan Xie, Xi’an Jiaotong University
  • Heng Liu, Sun Yat-sen University
  • Shanxing Gao, Xi'an Jiaotong University

Abstract: Few researches make clear how political ties (i.e., managerial linkage with the officials of government and government-affiliated agencies) might affect sustainable NPD successes in transition economy of China. We aim to clarify this issue by integrating innovation generation and innovation appropriation into one framework and empirically examining the complex relationship among political ties, new product advantage, and new product market performance. On the basis of a survey on 253 indigenous firms, the results show that political ties facilitate innovation generation by introducing acquisitive learning and experimental learning as underlying processes through which political ties influence new product advantage. What’s more, political ties enhance the effect of new product advantage on new product market performance by shaping a benign operating environment and promoting market extension.

Title: Technology Capability, Market Power, and Sustainable Competitive Advantage: An Empirical Study in Taiwan

Authors

  • Kuo-Feng Huang, National Chengchi University
  • Chin Chia Liang, National Chengchi University
  • Po-Han Wu, National Chengchi University
  • Wen-Ting Lin, National Chengchi University

Abstract: While a number of studies have explored and advanced our understanding of antecedents of competitive advantage and sustained competitive advantage based on either the industrial organization theory (IO) or the resource-based view of the firm (RBV), few have attempted to verify the outcome variables of competitive advantage and the persistence of such outcome variables. By testing of the developed hypotheses based on a survey of 127 firms from the Taiwan’s information and communication technology industry, our empirical work suggests that firms in the developing countries, such as Taiwan or China, need to first leverage their existing market power to strengthen resources and capabilities, and then to transform these resource and capabilities to attainable competitive advantage for a longer period of time.

All Sessions in Track A...

Sat: 09:00 – 09:30
Session 35: Conference Welcome
Sat: 09:30 – 10:45
Session 30: Keynote Plenary Panel: Competing and Cooperating in and for China
Sat: 11:15 – 12:30
Session 4: Competition and Adaptation
Session 11: Firm Boundaries and Growth
Session 19: Global Strategy
Session 26: Entrepreneurship in China
Sat: 13:45 – 15:00
Session 31: Plenary Panel II: Collaborative Strategies in and for China
Sat: 15:30 – 16:45
Session 6: CSR and Sustainable Development
Session 7: Entrepreneurship
Session 9: Executives and Incentives
Session 22: Panel: Innovation
Session 24: Managing Innovation Strategies
Sat: 17:00 – 18:15
Session 5: Corporate Governance
Session 8: Evolution and Ecosystems
Session 10: FDI
Session 12: Innovation Strategy
Session 27: FDI and Institutions
Sun: 09:00 – 10:15
Session 32: Plenary Panel III: Corporate Governance and Executive Leadership in the Age of Globalization
Sun: 10:45 – 12:00
Session 13: Institutions
Session 15: Internationalization II
Session 16: Networks
Session 29: Resources and Capabilities
Sun: 13:45 – 15:00
Session 33: Plenary Panel IV: Strategic Management Research in China - What is Next?
Sun: 15:30 – 16:45
Session 3: Alliances and Cooperation
Session 14: Internationalization I
Session 17: Social Capital
Session 28: Governance, Knowledge, and Cooperation
Sun: 17:00 – 18:00
Session 34: Executives Plenary Panel: Innovation Strategy in China


Strategic Management Society

China