R&D, ORGANIZATION STRUCTURE, AND THE DEVELOPMENT OF CORPORATE TECHNOLOGICAL KNOWLEDGE

By Nicholas Argyres, Brian S. Silverman. 2004

644 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Statistics and Probability, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/61d834430668b6c90bd1aee4b0eddc18157c3965

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Citations in the corpus

Connecting Absorptive Capacity and Open Innovation (2008, background): “So, to understand a firm's absorptive capacity, one should focus not only on the boundary-crossing relationship between the firm and its partners but also on the internal organization of the innovation process, that determines the diffusion and exploitation of technological knowledge within the orga”
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, background): “In this context, Argyres and Silverman (2004) show that centralized R&D at the corporate level generates innovations that have a larger and broader impact on subsequent technological evolution than innovations generated through decentralized research.”
The effects of global knowledge reservoirs on the productivity of multinational enterprises: The role of international depth and breadth (2012, methodology): “We should also point to the benefits of going beyond local search (Rosenkopf and Almeida, 2003; Argyres and Silverman, 2004).”
ISO 9000 practices and financial performance: A technology coherence perspective (2008, background): “In doing so, we follow a growing body of research in strategy that assesses the extent of relatedness in firms’ capabilities and resources with measures of technological breadth (Silverman, 1999; Argyres and Silverman, 2004; Miller, 2004).”
Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, positive): “For example, Argyres and Silverman (2004) found that in a multidivisional structure, managerial centralization facilitated and enhanced R&D activities. Nobel and Birkinshaw (1998) examined the communication system and organizational structure in MNCs and noted that international and local R&D units ”
The Second Face of Appropriability: Generative Appropriability and Its Determinants (2013, background): “Research activity in an organization can be conducted through multiple decentralized subgroups or units or through a single centralized one (Argyres & Silverman, 2004).”
Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm (2010, background): “protection of proprietary knowledge, a coordinated launch effort, faster time to market, and a more highly leveraged brand name and company reputation (Argyres and Silverman, 2004; Hsieh and Lindridge; Zou and Özsomer, 1999).”
Open innovation and new issues in R&D organization and personnel management (2012, background): “The first regards the management of the boundaries of the R&D function, in particular the choice between centralization and decentralization (Argyres and Silverman 2004), its internationalization and localization in multinational firms (Von Zedtwitz, Gassman and Boutellier 2004; Grevesen and Damanpo”
Family ownership and R&D investment: The role of growth opportunities and business group membership (2015, background): “For example, published research reports thatmore diversified firms have an appropriability advantage in their technological efforts (Argyres & Silverman, 2004).”
The Use of Knowledge for Technological Innovation Within Diversified Firms (2007, methodology): “Certainly, centralized R&D can generate technologies of greater impact (Argyres & Silverman, 2004) and can service dispersed divisions while minimizing battles over R&D allocations (Cardinal & Opler, 1995).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “…or assets Top management characteristics affect whether a firm is open to assimilating new knowledge or assets Organizational structure Afuah (2001),Argyres and Silverman (2004), Csaszar (2013), Kapoor and Adner (2012), Monteverde (1995), Monteverde and Teece (1982), Troyer (2017) Vertical…”