Are different forms of innovation complements or substitutes?

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dc.contributor.author Doran, Justin
dc.date.accessioned 2012-11-14T11:46:41Z
dc.date.available 2012-11-14T11:46:41Z
dc.date.issued 2012
dc.identifier.citation Justin Doran, (2012) "Are differing forms of innovation complements or substitutes?", European Journal of Innovation Management, Vol. 15 Iss: 3, pp.351 - 371. DOI: 10.1108/14601061211243675 en
dc.identifier.volume 15 en
dc.identifier.issued 3 en
dc.identifier.startpage 351 en
dc.identifier.endpage 371 en
dc.identifier.issn 1460-1060
dc.identifier.uri http://hdl.handle.net/10468/776
dc.identifier.doi 10.1108/14601061211243675
dc.description.abstract Purpose – The purpose of this paper is to provide an empirical analysis of whether differing forms of innovation act as complements or substitutes in Irish firms’ production functions. Design/methodology/approach – The approach adopted by this paper is empirical in nature. Data are obtained for approximately 582 firms from the Irish Community Innovation Survey 2004-2006. In total, four forms of innovation activity are identified: new to firm product, new to market product, process and organisational innovation. Formal tests for complementarity and substitutability are applied to these types of innovation to assess whether they have a complementary effect on firms’ turnover. Findings – The results suggest that there is a substantial degree of complementarity among different forms of innovation. Out of six possible innovation combinations, three are complementary while none exhibits signs of substitutability. Social implications – From a business perspective, the importance of organisational change to facilitate technological innovation is highlighted, while from a policy perspective the importance of the incentivisation of organisation and process innovation is also highlighted. Originality/value – To date, most research has focused on the impact of various forms of innovation, in isolation, on firms’ productivity. They do not consider whether these forms of innovation may in fact be linked, and that by implementing two or more innovations simultaneously, the combined benefits may be greater than the sum of the parts. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher Emerald Group Publishing Limited en
dc.relation.uri http://www.emeraldinsight.com/journals.htm?issn=1460-1060&volume=15&issue=3&articleid=17042797&show=html
dc.rights © Emerald Group Publishing Limited en
dc.subject Ireland en
dc.subject Organizational innovation en
dc.subject Organizational processes en
dc.subject Productivity rate en
dc.subject Complementarity en
dc.subject Substitutability en
dc.title Are different forms of innovation complements or substitutes? en
dc.type Article (peer-reviewed) en
dc.internal.authorurl http://research.ucc.ie/profiles/B008/justindoran en
dc.internal.authorcontactother Justin Doran, Economics, University College Cork, Cork, Ireland. +353-21-490-3000 Email: justin.doran@ucc.ie en
dc.internal.availability Full text available en
dc.date.updated 2012-11-07T13:05:06Z
dc.description.version Accepted Version en
dc.internal.rssid 121652589
dc.description.status Peer reviewed en
dc.identifier.journaltitle European Journal of Innovation Management en
dc.internal.copyrightchecked No I have checked sherpa and the journal is a green status. I have uploaded the post-print (ie final draft post-refereeing) copy of the paper. CORA - ROMEO and publishers website. Author Charter, accepted version allowed. en
dc.internal.licenseacceptance Yes en
dc.internal.IRISemailaddress justin.doran@ucc.ie en


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