Network embeddedness and technology transfer performance in firms participating in mini-cluster in Korea.
*해*
다운로드
장바구니
소개글
경영학-네트워크 착근성목차
1.Introduction2.Literature review and hypotheses
2.1. Network embeddedness
2.1.1.Relational embeddedness — trust
2.1.2.Structural embeddedness—network ties
2.1.3. Cognitive embeddedness—goals and norms
2.1.4. Moderating effects of openness of network
3.Methods
3.1.Context and sample
3.2. Measures
3.2.1. Technology transfer performance
3.2.2. Network embeddedness
3.2.3. Network openness
3.2.4. Control variables
References
본문내용
This study considers mini-cluster in industrial cluster in Korea as a critical external learning alternative to upgrade technology capabilities of small and medium enterprises. The study hypothesizes that the participating firms in mini-cluster in industrial cluster can improve their technology transfer performance if they can sustain appropriate network relationships with other network members, such as the research institute or other alliance firms. In addition, we demonstrate that the of participating firms moderate the effects of network embeddedness on performance.This study analyzes significant impacts of network embeddedness on technology transfer performance and significant moderating effects of the . The ‘‘transferred to whom’’ issue in the differentiated network of mini-cluster is also examined and discussed.
2. Literature review and hypotheses
2.1. Network embeddedness
Two distinct types of inter-organizational interaction exist in mini-cluster in industrial cluster, which are ‘‘firms to research institute’’ relations and ‘‘firms to firms’’ relations. These two types of interaction will vary with partners’ characteristics and motives or technical capability of participating firms. Generally, alliances formed by firms and the research institute have
참고 자료
Adler, P.S., Kwon, S.W., 2002. Social capital: prospects for a new concept. Academy of Management Review 27 (1), 17–40.Blyler, M., Coff, R.W., 2003. Dynamic capabilities, social capital, and rent appropriation: ties that spit pies. Strategic Management Journal 24 (7), 677–686.
Burt, R.S., 1997. The contingent value of social capital. Administrative Science Quarterly 42, 339–365.
Caloghirou, Y., et al., 2004. Internal capabilities and external knowledge sources: complements or substitutions for innovation performance? Technovation 24 (1), 29–39.
Cohen, W.M., Levinthal, D.A., 1990. Absorptive capacity, a new perspective on learning and innovation. Administrative Science Quarterly 35 (1), 128–152.
Conner, K.R., Prahalad, C.K., 1996. A resource-based theory of the firm: knowledge versus opportunism. Organization Science 7 (5), 477–501.
Dhanaraj, C., Parkhe, A., 2006. Orchestrating innovation networks. Academy of Management Review 31 (3), 659–669.
Dyer, J.H., Nobeoka, K., 2000a. Creating and managing a high-performance knowledge-sharing network: the Toyota case. Strategic Management Journal 21 (3), 345.
Dyer, J.H., Nobeoka, K., 2000b. Creating and managing a high-performance knowledge-sharing network: the Toyota Case. Strategic Management Journal 21 (3), 345–367.
Dyer, J.H., Singh, H., 1998. The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review 23 (4), 660–679.
Koka,B.R.,Prescott,J.E.,2002.Strategicalliancesassocialcapital:amulti- dimensional view.Strategic Management Journal23(9), 795–816.