Complementarity in the Innovation Strategy: Internal R&D, External Technology Acquisition, and Cooperation in R&D

By Bruno Cassiman, Reinhilde Veugelers. 2002

193 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cc4517a5f5ba5dc51c138d5232814fe3065a8080

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Citations in the corpus

Knowledge stocks, knowledge flows and innovation: Evidence from matched patents and innovation panel data (2015, background): “…of external knowledge for innovation (Chesborough 2003, 2006), and the potential for external knowledge to complement firms’ pre-existing knowledge stocks (Choo and Bontis 2002) and/or new internally generated knowledge flows (Zenger 2002; Cassiman and Veugelers 2002; Cassiman and Veugelers 2006).”
Appropriation strategies and open innovation in SMEs (2016, background): “However, future work may be well served trying to disentangle the relationship between espoused IP strategies of smaller firms and, for instance, cooperation with particular partners – extending the work of (Cassiman and Veugelers, 2002).”
Innovation in food firms: contribution of regional networks within the international business context (2007, background): “The acquisition of knowledge is considered to be the main driving force in innovation processes (Cassiman and Veugelers 2002, 214 XAVIER GELLYNCK ET AL.”
The link between non‐technological innovations and technological innovation (2010, background): “…reducing costs and risks for large projects, cooperation with competitors can be dangerous because of the potential for anticompetitive behaviour and the risks related to involuntary “outgoing spillovers” to partners (Cassiman and Veugelers, 2002; Tether, 2002; Belderbos, Carree and Lokshin, 2004).”
Organizing innovation: Complementarities between cross-functional teams (2009, unknown): “Teams 1 For example, in terms of optimising knowledge sourcing, firms face the classic ‘make’ or ‘buy’ tradeoff or, more realistically perhaps, face a choice between conducting in-house R&D, external R&D, or both (Veugelers and Cassiman, 1999; Love and Roper, 2002; Cassiman and Veugelers, 2002).”
When do firms undertake R&D by investing in new ventures? (2003, result): “This result also echoes recent work on complementarity in firms’ innovative strategies (Cassiman and Veugelers, 2002).”
Openness, knowledge, innovation and growth in UK business services (2011, unknown): “If internal knowledge investments are a substitute for external knowledge sources then we would anticipate negative coefficients; if internal and external knowledge are complementary we might anticipate a positive sign (Love and Roper 1999; Cassiman and Veugelers 2002; Schmidt 2010).”
The role of absorptive capacity in facilitating "open innovation" outcomes: A study of Australian SMEs in the manufacturing sector (2009, background): “While there are potentially many forms of potential knowledge exchange between firms, Cassiman and Veugelers (2002) note that firms typically engage either in the transaction-based acquisition of knowledge on the technology market or acquire knowledge through collaboration with other firms.”
Output Additionality of Public Support for Innovation: Evidence for Irish Manufacturing Plants (2010, background): “…Third, public support for R&D or innovation may improve firms’ ability to absorb R&D results or knowledge from elsewhere (Veugelers & Cassiman, 1999; Cassiman & Veugelers, 2002).6 Fourth, reputational or “halo” effects may also stem from receipt of public R&D support.7 Fifth, public funding of…”