When do relational resources matter? Leveraging portfolio technological resources for breakthrough innovation

By Manish K. Srivastava, Devi R. Gnyawal. IEEE Engineering Management Review, 2011

331 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Corporate venture capital portfolios and firm innovation (2016, neutral): “While some studies find portfolio diversity has a positive effect on firm innovation (de Leeuw et al., 2014; Phelps, 2010; Srivastava and Gnyawali, 2011; Wuyts et al., 2004), others have found support for a nonlinear, inverted-U shaped effect (de Leeuw et al.”
Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, background): “Relational resources such as the ability to cooperate or establish partnerships with other organizations, enable a firm to access additional resources more easily (Luo et al., 2004; Srivastava and Gnyawali, 2011).”
Exporting and innovating among emerging market firms: The moderating role of institutional development (2017, background): “Scholars have found that firms with more diversified knowledge portfolios tend to invest more in R&D, file more patent applications, and announce more breakthrough innovations (Garcia-Vega, 2006; Quintana-Garcia & Benavides-Velasco, 2008; Srivastava & Gnyawali, 2011).”
Effects of green supply chain integration and green innovation on environmental and cost performance (2020, background): “Collaboration, especially with small suppliers (Srivastava and Gnyawali 2011), helps them acquire technological capabilities from various parties (Lee and Klassen 2008).”