The open innovation journey along heterogeneous modes of knowledge-intensive marketing collaborations: a cross-sectional study of innovative firms in Europe
- 4 October 2021
- journal article
- research article
- Published by Emerald in International Marketing Review
- Vol. 39 (3), 602-625
- https://doi.org/10.1108/imr-03-2021-0109
Abstract
Previous research focused on open innovation (OI) suggests that enterprises benefit from adopting the journey; however, the relationship among OI, marketing journey and knowledge-intensive innovation marketing activities (KIIMA) remains unclear. The present study proposes a conceptual model of the marketing journey linking heterogeneous modes of marketing collaboration to knowledge-intensive activities. The conceptual model was tested via ordinary least squares (OLS) linear regression based on a sample of data drawn from the Eurostat database. The results indicate that strategies are a robust proxy for evaluating KIIMA, and partnerships, heterogeneous sources of knowledge and different marketing modes for collaboration among European knowledge-intensive firms are core antecedents of KIIMA, such as new-product development and marketing innovation, as well as firms' sustainable competitive advantage. This study fills the gap by tracking the role of the journey within marketing collaborations on KIIMA, and it intervenes in the debate about interactive marketing innovation mechanisms. The study contributes to OI, knowledge management and the marketing literature by identifying the heterogeneous modes for marketing collaborations under which the marketing journey enhances knowledge-intensive activities such as those for marketing innovation.Keywords
This publication has 125 references indexed in Scilit:
- Inbound open innovation for enhanced performance: Enablers and opportunitiesIndustrial Marketing Management, 2013
- Managing Distributed Innovation: Strategic Utilization of Open and User InnovationCreativity and Innovation Management, 2012
- Organisational modes for Open Innovation in the bio-pharmaceutical industry: An exploratory analysisTechnovation, 2011
- Knowledge‐based capabilities and their impact on performance: a best practice management evaluationBusiness Strategy Series, 2008
- Enabling knowledge creation in far‐flung teams: best practices for IT support and knowledge sharingJournal of Knowledge Management, 2004
- The Europeanization of Business Interest Representation: UK and French Firms ComparedComparative European Politics, 2003
- The resource-based view and marketing: The role of market-based assets in gaining competitive advantageJournal of Management, 2001
- The resource-based view and marketing: The role of market-based assets in gaining competitive advantageJournal of Management, 2001
- Collaboration Networks, Structural Holes, and Innovation: A Longitudinal StudyAdministrative Science Quarterly, 2000
- A Heteroskedasticity-Consistent Covariance Matrix Estimator and a Direct Test for HeteroskedasticityEconometrica, 1980