Abstract: “In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge” (Nonaka, 2007, p. 162). This paper explains that companies may face such uncertainties by patenting inventions through an appropriate use of their resources: knowledge and internal R&D expenditures. Our results support that R&D and codified knowledge have a positive impact on the amount of inventions patented by a firm, while observable knowledge has a negative impact on patents. Also, we find a negative moderator role of both knowledge observability and simplicity and R&D on the propensity to patent inventions. Our findings contribute to the innovation and the RBV literature by examining the issues that condition the strategic choices related to patenting inventions.

Abstract: Extant literature (e.g., Teece, 1986; Arora, Fosfuri and Gambardella, 2001) has emphasized two technology commercialization strategies (TCS): Technology Trade –i.e., innovators commercialize the technology itself (TT) – and Integration – i.e. innovators commercialize the technology embodying it into products through proprietary assets (PI). Yet, such a characterization of TCS neglects the case of firms embedding the technology into products through external downstream assets. This paper includes Contractual Integration, i.e. embed technology into products through external access to downstream assets (CI), and assesses whether TT, PI and CI are exclusive or concurrent TCS. Using a cross-sectional dataset, this study finds that while TT and CI are concurrent strategies, PI an is exclusive strategy. This study findings juxtapose to TT-PI dichotomy, an “open” versus “close” way of doing business.

Abstract: Past literature primarily focuses on the positive aspects of reputation. This paper emphasizes the dark side of reputation. We argue that reputation influences firms’ innovation strategies and reputation may create a reputation trap in which high reputation firms are motivated to over-exploit and low reputation firms are motivated to over-explore. Firms that fall into such a trap will have lower ambidexterity and thus will have lower performance. However, top managers may mitigate the dark side effect of reputation on exploration and exploitation by using their sensemaking and sensegiving abilities to provide a more appropriate frame to guide decision making. We propose both an archival and lab-based study to explore the cognitive and strategic effects of reputation on managerial decision making processes.

Abstract: Radical innovations represent significant engines of growth for firms but questions remain over marketing resources’ role in creating and benefiting from radical innovation. By examining the deployment of market knowledge, reputation and relational resources before and after radical innovation, we seek to address this gap in research. We find that relational resources are cornerstones of an ability to generate and benefit from radical innovation. But, we find that reputational resources detract from the ability to generate radical innovation but benefit during commercialization, implying a paradox in balancing this particular resource. Market knowledge resources detract from its financial contribution as managers apply old certainties to new product offerings.