Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/241327 
Year of Publication: 
2019
Citation: 
[Journal:] Journal of Open Innovation: Technology, Market, and Complexity [ISSN:] 2199-8531 [Volume:] 5 [Issue:] 2 [Publisher:] MDPI [Place:] Basel [Year:] 2019 [Pages:] 1-11
Publisher: 
MDPI, Basel
Abstract: 
Despite the rising interest in the nature of open innovation and its implications for greater strategic alliance performance, limited attention has been paid to what the dynamic managerial capabilities underpinning those processes are. Moreover, only limited research has examined how open innovation is practiced by firms working within various network forms (ecosystems, platforms, and strategic alliances) and what dynamic managerial capabilities ensure such networks' collaborations. We need to further develop the concept of the coupled (collaborative) type of open innovation and to show how open innovation mechanisms, such as strategic alliances, are underpinned by dynamic managerial capabilities and to understand what their "micro-foundations" are. Thus, the goal of this article is to understand the role of sub-capabilities (how managers think and decide) of dynamic managerial capabilities as drivers of successful alliance performance.
Subjects: 
open innovation
dynamic managerial capabilities
micro-foundations
alliance
blockchains
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

Files in This Item:
File
Size
367.36 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.