Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

Browse

Subject: search.filters.subject.open innovation

Search Results

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    Dare to Sell! Impacts of “Make and/or Buy” Decision Strategies on Outbound Open Innovation
    (RADMA and John Wiley and Sons Ltd., 2025-03-10) Aliasghar O; Sadeghi A; Haar J; Jafari-Sadeghi V
    This study adds to the previous literature on outbound open innovation (OI)—that is, external knowledge commercialization activities—by exploring the effects of “make and/or buy decisions” on outbound OI. Notwithstanding the critical role of outbound OI in shaping firms' competitive advantages, there has been a notable gap in research regarding the drivers of outbound OI. Drawing on the knowledge-based view, this empirical paper addresses this research gap by exploring an array of identified determinates of outbound OI. Through analyzing 468 New Zealand firms, we found that larger and more established firms show a stronger connection between research and development (R&D) investment and outbound OI, whereas smaller firms benefit more from external knowledge sourcing. Additionally, inbound OI positively affects outbound OI, yet the effect diminishes with more international collaborations. Interestingly, small and medium-sized enterprises (SMEs) favor formal appropriation strategies, such as patents and contracts, while larger firms prioritize informal methods, such as secrecy.
  • Thumbnail Image
    Item
    Strategy for Cultural Inclusion in New Product Development Processes: A New Zealand Study
    (MDPI (Basel, Switzerland), 2022-12-15) Mathrani S; Ibrahim SDE
    Cultural inclusion generates a positive impact by socially increasing pride for individuals or economically increasing a country’s global capital. Currently, in New Zealand (NZ), not many strategies exist that ensure inclusion of culture in new products introduced locally and globally. Further, cultural inclusion in products appears highly represented in the tourist markets, but not so much in the domestic markets. This paper examines the current NZ strategies for cultural inclusion in product development of different sized companies that supply locally and globally through three case studies and compares the findings with theoretical models used in other regions. Findings elaborate that NZ lacks in documented standardized strategies when it comes to cultural inclusion. A positive impact of having such a strategy is perceived by participating companies with a culture for open innovation to ensure they are following a process approach that can help include cultural aspects appropriately. Creating a unique position for the brand globally, increasing global capital and deeper connectivity, and increasing the understanding of culture were some key benefits identified. However, a few steps in the new product development process were found largely lacking in NZ firms, such as communication with cultural representatives and leaders. A cultural inclusion model is developed based on the study findings to include an open innovation culture that can help NZ companies be more inclusive in their design and establish a unique NZ market for generating positive impacts.
  • Thumbnail Image
    Item
    Knowledge-sharing Strategies in Distributed Collaborative Product Development
    (MDPI (Basel, Switzerland), 16/12/2020) Mathrani S; Edwards B
    Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams. The organizational structure and management style play an important role for both external and internal distribution of knowledge.