Managing open innovation with science-based vs market-based partners: Board of directors as a contingency

Jie Wu* (Corresponding Author), Nitin Pangarkar, Xiaohui Shi, Zhiyang Liu, Zefu Wu

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

Drawing on the open innovation literature, we examine the relationship between alliances with science-based and market-based partners on the one hand, and impactful and lower-impact innovations, on the other hand. Specifically, we predict that alliances with science-based partners will boost impactful innovations while alliances with market-based partners will boost low-impact innovations. We also examine how the social capital of the Board of Directors moderates these relationships. We base our analyses on a large dataset of Chinese firms constructed from diverse sources and find strong support for our hypothesized relationships. We identify the theoretical and managerial implications of our study.
Original languageEnglish
Number of pages25
JournalAsian Business and Management
Early online date2 Mar 2024
DOIs
Publication statusE-pub ahead of print - 2 Mar 2024

Bibliographical note

Open Access via the SpringerNature Agreement

Data Availability Statement

The author team affirms that the data can be obtained upon request.

Keywords

  • Science-based alliances
  • Market-based alliances
  • Innovation impact
  • Board of directors
  • Social capital

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