The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success

By M. Knudsen. 2007

513 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/dbcf638621e4b0528933b24a72a650575397079d

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In Strategy and Management

Citations in the corpus

The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2016, unknown): “Along these lines, one could explore the respective roles of different stakeholders and their heterogeneous contributions to corporate innovation processes (Laursen and Salter 2006; Knudsen 2007; Leiponen and Helfat 2010).”
Managing open innovation projects with science-based and market-based partners (2014, unknown): “, 2010) or even negative relationships (Knudsen, 2007).”
Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature (2012, background): “Given the knowledge proximity between co-opetitors, such cooperation may also endanger the creation of new knowledge and therefore restrict radical product developments, thereby affecting innovation outcome (Knudsen, 2007).”
Knowledge Spillovers in the Supply Chain: Evidence from the High Tech Sectors (2015, background): “Thus, we consider relationship duration as a moderating determinant for the impact of buyer innovation on supplier innovation.”
A Functional Perspective on Learning and Innovation: Investigating the Organization of Absorptive Capacity (2011, unknown): “While there is a great deal of evidence on the effectiveness of these knowledge sources (Takeishi, 2001 ; Knudsen, 2007 ; Perkmann and Walsh, 2007 ; Un et al.”
Utilizing customer knowledge in innovation: antecedents and impact of customer involvement on new product performance (2015, unknown): “In addition, the increased need for customer coordination in CIC may take the NPD team’s attention away from utilizing technology, which can eventually lower the chance of successfully combining customer knowledge with technology (Knudsen 2007; Ocasio 1997).”
R&D Partnerships and Innovation Performance: Can There Be Too Much of a Good Thing? (2016, background): “1 Previous studies differentiate between contractual agreements between partners (see e.g., Hagedoorn et al. 2000 and Caloghirou et al. 2003 for comprehensive overviews) or collaboration partner (see, for instance, Belderbos et al. 2004a; Faems et al. 2005; Knudsen 2007).”
Competence and governance in strategic collaboration: The differential effect of network structure on the creation of core and non-core technology (2012, background): “Unmeasured differences in underlying innovation-related capabilities such as in R&D (Grimpe, 2007; Persaud, 2005), collaboration (Emden, Calantone, and Droge, 2006; Faems, Van Looy, and Debackere, 2005; Knudsen, 2007), marketing (Easingwood, Moxey, and Capleton, 2006), management style (Sarin and O’”