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Results in Journal European Journal of Innovation Management: 746

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, Shoufeng Ji, Li Liu, Wei Wang
European Journal of Innovation Management; doi:10.1108/ejim-02-2021-0079

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Christine Elena Bianchi, ,
European Journal of Innovation Management; doi:10.1108/ejim-01-2021-0045

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Shanliang Zhang, Yongwei Wang, Jinhua Ye, Yiru Li
European Journal of Innovation Management; doi:10.1108/ejim-01-2021-0019

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Mahmoud Ahmad Mahmoud, Shuhymee Ahmad, Donny Abdul Latief Poespowidjojo
European Journal of Innovation Management; doi:10.1108/ejim-12-2020-0517

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European Journal of Innovation Management; doi:10.1108/ejim-02-2021-0071

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Linnan Gui, , Phong Ba Le
European Journal of Innovation Management; doi:10.1108/ejim-12-2020-0478

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Elena Candelo, Ciro Troise, , Amedeo Lepore, Mario Sorrentino
European Journal of Innovation Management; doi:10.1108/ejim-01-2021-0058

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European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0411

Abstract:
Purpose The purpose of this research is to better understand the human aspects of open innovation in small- and medium-sized enterprises (SMEs) by exploring how intrinsic and extrinsic motivation influence enjoyment in helping others, knowledge sharing and knowledge hiding and consequently firms' open innovation. Design/methodology/approach We collected data with a survey among CEOs in 140 SMEs and performed confirmatory factor analysis applying structural equation modeling in IBM SPSS AMOS (v. 26). Findings Results reveal that intrinsic motivation is positively associated with helping behavior and knowledge sharing and negatively associated with knowledge hiding. We also confirm the positive relationship between extrinsic motivation and knowledge sharing. Moreover, we find that knowledge sharing increases and knowledge hiding decreases the firm-level open innovation. Especially in high-tech industry, knowledge sharing is a vital determinant of open innovation. Originality/value Responding to the calls for a deeper understanding of the individual-level factors that determine organization-level open innovation, in this research we focus on the human aspect of open innovation in SMEs. Open innovation is a widely recognized and implemented concept among large corporations and facilitates better understanding of new technological and market developments both within and outside of organizations. However, understanding of the microfoundations of open innovation in smaller firms is still limited, but this steam of research is growing rapidly.
, Mikkel Stokholm Skaarup, Julie Sommerlund
European Journal of Innovation Management; doi:10.1108/ejim-09-2020-0384

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Wen Jun, Muhammad Hamid Nasir, , , Muhammad Yasir, , Syed Hamad Shirazi
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0422

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Haiyan Li
European Journal of Innovation Management; doi:10.1108/ejim-12-2020-0511

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Grazia Garlatti Costa, ,
European Journal of Innovation Management; doi:10.1108/ejim-12-2020-0488

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Cristina M. Ostermann, Leandro Da Silva Nascimento, Cynthia Mikaela Chemello Faviero Lopes, Guilherme Freitas Camboim,
European Journal of Innovation Management; doi:10.1108/ejim-01-2021-0005

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Muhammad Zulfiqar, , Muhammad Usman Yousaf
European Journal of Innovation Management; doi:10.1108/ejim-03-2021-0146

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Yuan-Chieh Chang, Wen-Hong Chiu, Jian-Hang Wang, Min-Jun Teng
European Journal of Innovation Management; doi:10.1108/ejim-09-2019-0268

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Chenghao Men, Lei Yue, , Bing Liu, Guangwei Li
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0310

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Xiaofeng Su, Weipeng Zeng, Manhua Zheng, Xiaoli Jiang, Wenhe Lin, Anxin Xu
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0431

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Asta Pundziene, ,
European Journal of Innovation Management; doi:10.1108/ejim-09-2020-0356

Abstract:
Purpose Prior research has reported the indirect implications of firm's dynamic capabilities on their competitive firm performance. Our attention now turns to open innovation since it has been confirmed to be an influential factor contributing to the superior performance of technological firms. So far there has been little research on assessing the relationship between a firm's dynamic capabilities as an antecedent of the competitive performance of the firm or investigations into the mediating role of open innovation in this relationship. Design/methodology/approach Drawing on the theory of dynamic capabilities, we developed a framework as a way to better understand the role of open innovation, which could then help to better explain the relationship between firms' dynamics capabilities and their competitive firm performance. Based on the empirical data of 465 firms operating in innovative and non-innovative industries, we employed structural equation modelling (SEM) to examine the research hypotheses and the path relationships in the proposed model. Findings The SEM analysis revealed that a firm's dynamic capabilities significantly impact its open innovation performance and that open innovation, consequently, impacts the competitive performance of the firm. Moreover, the results show that the path between dynamic capabilities and competitive firm performance is partially mediated through open innovation. Practical implications The findings provide practical implications and draw managerial attention to the importance of: (1) investing in innovation, (2) engaging customers in the innovation process and (3) maintaining innovation management excellence as significant antecedent factors in increasing competitive firm performance. Originality/value Considering the lack of empirical research in the literature on the links between dynamic capabilities and open innovation, this paper contributes to the dynamic capabilities and open innovation literature by confirming that open innovation not only mediates the relationship between these two aspects but also strengthens the effect the dynamic capabilities have on competitive firm performance. Besides, due to the significant impact of dynamic capabilities on open innovation, dynamic capabilities might be regarded as an antecedent of open innovation.
Xi Zhong, He Wan, Ge Ren
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0434

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Pinghao Ye, Liqiong Liu, Joseph Tan
European Journal of Innovation Management; doi:10.1108/ejim-05-2020-0199

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Shabahat Ali, Weiwei Wu, Sadaqat Ali
European Journal of Innovation Management; doi:10.1108/ejim-12-2020-0520

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Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, , Asif Rehman, Syed Saad Ahmed, Essa Khan, Farhan Sohail
European Journal of Innovation Management; doi:10.1108/ejim-09-2020-0367

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Stefano Cosma, Alessandro Giovanni Grasso, Francesco Pattarin,
European Journal of Innovation Management; doi:10.1108/ejim-06-2020-0230

Abstract:
Purpose A network of partners helps and assists a crowdfunding platform (CFP) in scouting, assessing and selecting projects. This cooperation increases the number of successful projects by attracting a sizable number of investors, proponents and attracting marginal investors when a campaign falls short of the threshold for success. This study examines the role of partner networks in a platform ecosystem, specifically in terms of number of different partners and their diversity in the performance of the crowdfunding campaign. Design/methodology/approach Using logistic and linear regressions, we analyze a sample of 233 projects, both funded and not funded, launched by 10 Italian equity CFPs between 2014 and 2018. Findings Our findings indicate that the variety of partners in a platform's network influence the probability of campaign success and how much capital the proponent company raises. CFPs are resource-constrained new ventures, and a network with a wider variety of partners ensures the strategic resources and competencies that are required in an early stage market, thus facilitating campaign funding. Practical implications The variety of partner networks could help CFPs to offer unique and strategic value propositions and define the competitive positioning of platforms. Originality/value This study provides a deeper understanding of the determinants of equity crowdfunding campaign performance by emphasizing the role of CFP's network of partners on the entire crowdfunding ecosystem and its underlying organizational elements.
European Journal of Innovation Management; doi:10.1108/ejim-09-2020-0363

Abstract:
Purpose Innovation dynamics have been the object of study of several researchers, focusing in particular on technological innovation and the emergence of a dominant design. However, these models have been challenged by how the pervasiveness of digital technologies is speeding up the pace at which innovation evolves. On the other hand, a growing body of literature in innovation management has started underlining the relevance of new product and service meanings as a source of innovation. Design/methodology/approach This research aims to study the different innovation dynamics within an industry, investigating not only how companies react to fast-changing functional advancements but rather how their behavior changes as shifts in meaning occur. To properly assess the phenomenon, this longitudinal study analyzes the social media industry, strongly subjected to continuous functional advancements, through a deep dive in the 160 innovations introduced between 2003 and 2017 by the eight leading players in the industry. Findings Our results illustrate the co-existence of different approaches to innovation within an industry and hint that consequent and fast cycles of innovation in both functionalities and meanings discourage the emergence of a dominant design. Practical implications Our results help managers and innovators acknowledge the possibility to leverage not just on the technological dimension of innovation but also the reason why people use a given product or service, innovating its meaning. Furthermore, our results recognize the co-existence of different innovation streams upon which innovators can act. Originality/value This research contributes to the extant literature in innovation management, extending the classical models of innovation dynamics by including the evolution of innovations of meaning in relation to technological innovation.
European Journal of Innovation Management; doi:10.1108/ejim-11-2020-0469

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Somonnoy Ghosh, Bhupen K. Srivastava
European Journal of Innovation Management; doi:10.1108/ejim-06-2020-0241

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European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0272

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European Journal of Innovation Management; doi:10.1108/ejim-11-2020-0467

Abstract:
Purpose This article is based on a systematic and comprehensive review of the literature on two-sided platforms, the business structure based on the concept of matchmaking groups of customers (e.g. Uber or Airbnb). The research aims to identify gaps in the existing literature while providing a structured summary of the existing knowledge in the field. Finally, we propose a conceptual framework enabling platform thinking, the ability to see hybrid multi-sided platforms as a useful resource-orchestration structure to unveil innovation opportunities. Design/methodology/approach This study adopts a bibliometric approach, combing co-citation and text mining analyses of 196 papers, also implementing a longitudinal analysis that highlights the evolution of the field since its inception till today. Findings The novel aspect of the paper consists in taking a purely managerial stance of a very peculiar kind of platform, merging existing knowledge in comprehensive frameworks while providing potential avenues for research. Research limitations/implications From an academic perspective, this research highlights the double nature of two-sided platforms: as an operational choice or as a way to exploit (digital) assets and reach the economic sustainability. A research agenda is proposed, based on three pillars: a side-based standpoint, a business model perspective and an evolutionary stance to see how these businesses may evolve. Practical implications The research identifies different literature streams that may help practitioners in identifying how two-sided platforms may help them in fostering innovation. Originality/value The identification of two-sided platforms as a different way to create value (transaction platforms) or to capture value (non-transaction platform), enhancing the debate on this innovative business model. A research agenda to bring the field forward is proposed.
Adriana Andrea Amaya, Wann-Yih Wu, Ying-Kai Liao
European Journal of Innovation Management; doi:10.1108/ejim-05-2020-0188

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, , Alfonso Carfora
European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0292

Abstract:
Purpose Pursuing sustainable development has become a necessity for all types of businesses, owing to the increasing sensitivity of stakeholders towards pollution and environmental degradation related to economic activities. To sustain this approach, investments supporting green innovations (GIs) are required. The paper investigates how stakeholders affect the choices of companies to pursue sustainable development objectives through the use of GIs. Design/methodology/approach A sample of 222 innovative Italian SMEs was collected and analysed using the partial least squares structural equation modelling technique and the importance performance map analysis. Findings The authors found that the stakeholders with not-contractual ties with SMEs affect GIs. Among stakeholders with not-contractual ties only workforce represents a strong stimulus to eco-innovate. Anyway, contrary to expectations, public administrations exert a negative influence; that is, they appear to hinder SMEs approach towards GIs. Practical implications This paper contributes to filling the knowledge gaps about the factors stimulating innovative SMEs' investments in GIs. Specifically, by analysing the stakeholders' influences, many policy indications emerge, such as extending facilities and regulations, encouraging partnerships and networking and attracting private and institutional investors. Originality/value Until now, the prominent interest of researchers and policymakers has been focused almost exclusively on large manufacturing corporations because of their higher ecological footprints and the belief that SMEs are supposed to be mainly followers rather than first adopters of innovations. But in many international areas, the role of SMEs is widely predominant, and these SMEs chiefly operate in the service sectors.
, , Mateus Ferreira Lima, João Augusto Bonzanini Bernardi
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0333

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, , Ali Raza, Fanchen Meng, Hong Wang
European Journal of Innovation Management; doi:10.1108/ejim-11-2020-0448

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Eleanor T. Lawrence, Leslie Tworoger, Cynthia P. Ruppel, Yuliya Yurova
European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0275

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, Carmen Camarero,
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0341

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Wilian Gatti Junior, Alceu Salles Camargo Junior, Paul Varella
Published: 26 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0438

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Shaobo Wei, Dabao Xu, Hua Liu
Published: 23 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0324

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Patient Rambe,
Published: 23 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-05-2020-0180

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Amila Pilav-Velic, Hatidza Jahic
Published: 23 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-11-2020-0460

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, Xianghui Yuan, Hafiz Mustansar Javaid
Published: 23 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0439

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, Fanchen Meng, Ali Raza
Published: 23 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0393

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, , Nando Malmelin
Published: 16 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-09-2020-0383

Abstract:
Purpose The article explores what forms of disruption are prioritized by top executives of large manufacturing companies in Finland and what strategies they consider appropriate for the management of disruptive threats and opportunities. Design/methodology/approach The empirical study was based on interviews with top executives in some of Finland's largest manufacturing companies. Findings Based on the data, we identify exploitative and explorative strategies in four dimensions that executives consider important in anticipating and responding to disruptions: internal development efforts, stance on new entrants, ecosystems and institutional change. Due to the presence of multiple potential disruptions, which often generate conflicting demands, executives have to consider them simultaneously and balance between them when making strategic decisions. They therefore do not necessarily have a specific response strategy, but their aim is to develop their companies' capabilities so that they are well-placed to face the future with confidence. Originality/value The findings indicate that the executives envision a disruption landscape that is more complex than typically described in the literature. In addition, it answers the call for a more systematic understanding of incumbents' response strategies by linking different disciplinary views with well-grounded empirical data.
Zeynep Didem Nohutlu, Basil G. Englis, Aard J. Groen, Efthymios Constantinides
Published: 11 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0313

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Duygu Turker, Y. Serkan Ozmen
Published: 10 February 2021
European Journal of Innovation Management; doi:10.1108/ejim-08-2020-0314

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Farzana Parveen Tajudeen, Devika Nadarajah, Noor Ismawati Jaafar, Ainin Sulaiman
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0423

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Seyedeh Zahra Fatemi, Samaneh Sadeghian, ,
European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0305

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Thammanoon Charmjuree, Yuosre F. Badir, Umar Safdar
European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0263

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, Txomin Iturralde,
European Journal of Innovation Management; doi:10.1108/ejim-07-2020-0302

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Stephen Oduro, Guglielmo Maccario, Alessandro De Nisco
European Journal of Innovation Management; doi:10.1108/ejim-10-2020-0425

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Xiaohong Mei, Yang Ge, Jiashun Huang, Yu Chen
European Journal of Innovation Management; doi:10.1108/ejim-05-2020-0205

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Miao Wang, Jianfeng Cai, Hina Munir
European Journal of Innovation Management, Volume 24, pp 613-635; doi:10.1108/ejim-07-2020-0257

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