Manish K. Srivastava

Impact of coopetition in the alliance portfolio and coopetition experience on firm innovation

This paper examines two interrelated questions: to what extent does coopetition in a firms alliance portfolio impact the firms innovation performance? And to what extent does a firms coopetition experience influence the relationship between coopetition in the alliance portfolio and innovation performance? Conceptually, we advance the concepts of balanced coopetition in a firms alliance portfolio and coopetition experience and suggest that both balanced coopetition and coopetition experience contribute to firms innovation outcomes. Results based on a longitudinal data of firms from the semiconductor industry show that moderate to high levels of balanced-strong coopetition in a firms alliance portfolio positively impact the firms coopetition-based innovation performance. Further, coopetition experience contributes to innovation performance and positively moderates the relationship between balanced-strong coopetition and innovation performance.

Firm newness, product novelty and aesthetic failure

Purpose – The purpose of this paper is to examine product failures in the consumer technology products industry to explain why some firms experience more aesthetic-related failures than others. Design/methodology/approach – The study uses a unique data set of failed high technology consumer products identified by expert product reviewers of 75 online magazines during 2000-2010. The variables are constructed using two coders as well as using an automated content analysis process based on the information provided in the online product reviews. The study tests a hypothesis using multilevel logistic regression techniques on a sample of 606 product reviews of 323 products associated with 171 firms. Findings – The study demonstrates that older firms are much more susceptible than younger firms to suffer from aesthetic-related product failures when they pursue product innovations that are new for them. Likewise, older firms suffer fewer aesthetics-related product failures than younger firms when they exploit pro...

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

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Matching Technology Strategy with Knowledge Structure: Implications for Firm Performance

Alignment between exploration and exploitation strategies and organizational knowledge structures may lead to increased firm performance. A knowledge portfolio that is broad has high convergent recombinatory potential, whereas one that is deep has high divergent recombinatory potential. Firms tap these potentials with exploration and exploitation strategies that alter the dimensions of their knowledge structures. The study results indicate that firms perform better when they increase exploration (decrease exploitation) in response to high technological knowledge depth, and increase exploitation (decrease exploration) in response to high technological knowledge breadth. These results have implications for research examining exploration and exploitation as knowledge fitting strategies. By learning to recognize imbalances in their own knowledge structures, firms and their strategic leaders may become able to steer their organizations toward more suitable exploration and exploitation strategies.