Abstract
This paper examines the relationship between different types of international partnerships and innovation performance. By drawing on a conceptual framework which outlines how new bundles of transferrable and nontransferrable ownership advantages are created from such partnerships (Collinson and Narula,), we analyze empirical evidence from a large-scale survey of 320 individual company responses from the China-based operations of foreign multinational firms alongside in-depth case studies. Our study reveals that different types of collaborative partnerships (cooperative vs. competitive) are associated with different innovation performance outcomes (product vs. process innovation). In addition, we find that a sustainable, reciprocal relationship between collaborative partners can generate superior innovation performance. Contextual factors including the role of government and industry characteristics have an important bearing on innovation performance in collaborative partnerships in China. We conclude with implications for researchers, managers, and policymakers.
| Original language | English |
|---|---|
| Pages (from-to) | 46-63 |
| Number of pages | 18 |
| Journal | R and D Management |
| Volume | 49 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - Jan 2019 |
Bibliographical note
Funding Information:Funding for this research comes from the UK’s Economic and Social Research Council (ESRC) and Engineering and Physical Sciences Research Council (EPSRC) via the Advanced Institute for Management (AIM) in the UK, and is gratefully acknowledged.
Publisher Copyright:
© 2017 RADMA and John Wiley & Sons Ltd
ASJC Scopus subject areas
- Business and International Management
- Business, Management and Accounting(all)
- Strategy and Management
- Management of Technology and Innovation
