TiasNimbas Business School
TiasNimbas Business School
Sabidussi A.,TiasNimbas Business School |
Lokshin B.,Maastricht University |
De Leeuw T.,TU Eindhoven |
Duysters G.,University of Tilburg |
And 2 more authors.
Journal of Engineering and Technology Management - JET-M | Year: 2014
This paper assesses the impact on innovative performance of alternative external sourcing strategies. In particular, the study under discussion compared external sourcing strategies based on specialization to those based on integrating various sourcing modalities (e.g., alliances and M&As). Survey data from three waves of the Community Innovation Survey (CIS) in the Netherlands were used to investigate the implications of these sourcing strategies for innovative performance. The findings indicate that synergies exist among external sourcing modalities: Integrating different external sourcing modes is more effective than specializing in a single mode, especially when the specialization is focused on M&As. Among the specialized strategies, focusing on the use of strategic alliances leads to higher levels of innovative performance than relying exclusively on M&As. © 2014 Elsevier B.V.
Janssen I.,TiasNimbas Business School |
Borgers A.,TU Eindhoven |
Timmermans H.,TU Eindhoven
Environment and Planning B: Planning and Design | Year: 2014
The changing role of urban planning in the Netherlands from regulatory to public-private development planning implies the need to gain insight into multistakeholder decision making in a spatial planning context. In this paper we show the importance of unravelling influence structures that affect individual stakeholder decisions. For this purpose we looked at the Dutch retail planning context, where recently the responsibility for planning decisions has been deputed to local governments and peripheral retail planning restrictions have been relaxed. As a result, at present, local governments, realestate developers, and retail firms jointly decide on the location of new retail facilities. It is assumed that each stakeholder's attitude towards peripheral retail planning is influenced by the preference structures of other stakeholders and may reflect their professional background. We focus on adaptive behaviour, the phenomenon that a decision maker adjusts his or her preferences towards specific preferences of other stakeholders in order to move to consensus. We provide a method for measuring this adaptive behaviour, based on existing random utility choice modelling techniques. To assess preferences of stakeholders for peripheral retail planning options as well as their adaptive behaviour, three groups of stakeholders (real-estate developers, retail organizations, and local governments) were invited to take part in a web-based conjoint choice experiment. It was found that all stakeholders show rather conservative behaviour regarding peripheral retail development, especially with respect to fashion. Adaptive behaviour appeared to be cooperative and significant: stakeholders tend to (temporarily) increase preferences for alternative plans preferred by the other stakeholders. Developers appeared to be the most adaptive in their decision behaviour. Taking into consideration adaptive behaviour may help to improve existing multistakeholder decision models. © 2013 Pion and its Licensors.
Bakker R.M.,University of Tilburg |
Cambre B.,TiasNimbas Business School |
Korlaar L.,University of Tilburg |
Raab J.,University of Tilburg
International Journal of Project Management | Year: 2011
Managing project-based learning is becoming an increasingly important part of project management. This article presents a comparative case study of 12 cases of knowledge transfer between temporary inter-organizational projects and permanent parent organizations. Our set-theoretic analysis of these data yields two major findings. First, a high level of absorptive capacity of the project owner is a necessary condition for successful project knowledge transfer, which implies that the responsibility for knowledge transfer seems to in the first place lie with the project parent organization, not with the project manager. Second, none of the factors are sufficient by themselves. This implies that successful project knowledge transfer is a complex process always involving configurations of multiple factors. We link these implications with the view of projects as complex temporary organizational forms in which successful project managers need to cope with complexity by simultaneously paying attention to both relational and organizational processes. © 2010 International Project Management Association.
Moenaert R.K.,TiasNimbas Business School
Journal of Product Innovation Management | Year: 2010
This research attempts to (1) identify the factors that influence strategic decision making (i.e., a choice made among various strategic options), and (2) establish their relative importance in the context of new product development. Hence, this study's research question is formulated as follows: from a descriptive perspective what factors prevail in managers' strategic decision making on new product development, and from a normative perspective is this behavior optimal? An exploratory case research study generated a four-dimensional framework of strategic decision making. In 17 companies, the decision-making processes and subsequent implementation of 22 business innovation projects were studied. Managers' choices are determined by the assessment of (1) the business opportunity, (2) the feasibility, (3) the competitiveness, and (4) the leverage opportunities provided by the strategic option. The research question was then further addressed in a field site survey of 144 managers of ChemCorp, a global, multidivisional chemicals company. The ex ante conjoint study shows that feasibility and business opportunity prevail over competitiveness and leverage at the decision-making moment. Using PLS-Graph revealed that a manager's idiosyncrasies and the current and the future context of the division to which they belonged barely affected the relative weight of the decision-making criteria: only the division's customer power and the threat of new entrants significantly influence positively the support for business opportunity assessments. This raised an important question: if feasibility and business opportunity appear as being, overall, the two most important strategic decision-making criteria ex ante, are they key differentiators between success and failure ex post? An ex post critical incident study was conducted on 75 successful innovations and 69 failed innovations reported by the ChemCorp respondents. Using PLS-Graph, this study shows that the competitiveness of a strategic option is a very important predictor of new project success. While the findings await replication in other industries (e.g., industries of a less capital-intensive nature), they are intriguing: strategic innovation decision making may be off track when reality is accounted for. © 2010 Product Development & Management Association.