In Search of Complementarity in Innovation Strategy: Internal R&D and External Knowledge Acquisition

By Bruno Cassiman, Reinhilde Veugelers. Management Sciences, 2006

2,737 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/74d3bf42904560f183f65fd3e46a0fb09318ef2c

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Citations in the corpus

Location, collocation and R&D alliances in the European ICT industry (2009, background): “…in order to enrich the firms’ innovatory and 6 learning process rather than to enhance the overall prosperity of the partners (Hagedoorn, 1993; Chesnais, 1988; Cantwell, 1998; Coombs and Metcalfe, 1998; Dyer and Singh, 1998; Inkpen, 1998; Miotti and Sachwald, 2003; Cassiman and Veugelers, 2006).”
Learning from openness: The dynamics of breadth in external innovation linkages (2014, background): “…suggested by the literature on complementarities between different knowledge sources, where strong positive associations and payoffs are found between the use of internal and external knowledge sources (Cassiman and Veugelers, 2006) and in the use of different external sources (Roper et al., 2008).”
Open, Semi-Open and Closed Innovators: Towards an Explanation of Degree of Openness (2010, background): “The relationship between R&D and openness is also controversial as shown by the existing debate about the complementarity or substitutability of internal and external R&D (Veugelers and Cassiman, 1999; Cassiman and Veugelers, 2006; Watkins and Paff, 2009).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “In fact, internal R&D efforts are complementary to external knowledge acquisition (Cassiman & Veugelers, 2006).”
Does external knowledge sourcing matter for innovation? Evidence from the Spanish manufacturing industry (2009, background): “…have not traditionally been considered to be important sources of knowledge for firms’ innovative activities.8 This argument is in line with Cassiman and Veugelers’ (2006) finding that a firm’s reliance on more ‘basic’ types of know-how affects the strength of the complementarity between…”
The effects of global knowledge reservoirs on the productivity of multinational enterprises: The role of international depth and breadth (2012, background): “…knowledge, both internal and external to the organization, drives productivity performance through influencing the technologies, processes and general understanding within the firm (Argyres, 1996; Bell and Albu, 1999; Argyres and Silverman, 2004; Cassiman and Veugelers, 2006; Lahiri, 2010).”
Business groups in developing capital markets: Towards a complementarity perspective (2015, background): “In our case, this would lead to the hypothesis (Cassiman and Veugelers, 2006):”
What goes around, comes around: Effects of offshore outsourcing on the export performance of firms (2011, background): “There is indeed significant empirical evidence in the R&D literature that internal resources leverage the benefits of external resources (see, e.g., Cassiman & Veugelers (2006), on complementarities between internal and external R&D), and also in the strategic management literature (Parmigiani,…”
The open eco-innovation mode. An empirical investigation of eleven European countries (2015, background): “In other words, it seems that, when structured learning processes are in place on both sides, internal and external knowledge are not as complementary as they are in other innovative contexts (Cassiman and Veugelers, 2006).”
Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach (2008, background): “This result is similar to the findings from a number of empirical studies investigating complementarity between internal and external sources in research and development [45] and in knowledge sourcing [2].”