Complementarities of innovation activities: An empirical analysis of the German manufacturing sector

By C. Schmiedeberg. 2008

250 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ce108c509272c03c3771a6cf8f99d49c1ae082bb

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Citations in the corpus

Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies (2013, background): “8 See, among others, Bocquet et al. (2004), Cozzarin and Percival (2006, 2008), Gomez and Vargas (2009) and Schmiedeberg (2008).”
Doing More with Less: Innovation Input and Output in Family Firms (2016, unknown): “…al., 2013), innovation input is transformed into innovation output — in the form of, for instance, patented knowledge or newly developed products (Schmiedeberg, 2008), which can ultimately lead to superior firm performance (Bitard, Edquist, Hommen, & Rickne, 2008; Kemp, Folkeringa, De Jong, &…”
Is there complementarity or substitutability between internal and external R&D strategies? (2012, background): “…innovation activities, suggesting the interrelatedness of internal and external R&D in improving innovative performance (Brown and Eisenhardt, 1997; Caloghirou et al., 2004; Cassiman and Veugelers, 2006; Lokshin et al., 2008; Schmiedeberg, 2008; Tripsas, 1997; Tsai and Wang, 2008; Veugelers, 1997).”
Determinants of Collaboration in European R&D Networks: Empirical Evidence from a Discrete Choice Model (2011, background): “However, the situation is not always entirely clear: Love and Roper (2009) and also Schmiedeberg (2008) do not find a clear-cut distinction between external knowledge that is sought as a complement or as a substitute for internally existing knowledge.”
Absorptive capacity, innovation, and financial performance (2011, background): “The CIS, coordinated by Eurostat for all EU member states, offers the most comprehensive dataset on firms' innovation activities (Frenz and Ietto-Gillies, 2009; Schmiedeberg, 2008).”
Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, unknown): “Similar measures have been used in the literature to operationalize these constructs (e.g. Freel, 2003; Leiponen and Byma, 2009; Roper et al., 2008; Schmiedeberg, 2008).”