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In contrast to the US and recently Europe, Japan appears to be unsuccessful in establishing new industries. An oft-cited example is Japan's practical invisibility in the global business software sector. Literature has ascribed Japan's weakness – or conversely, America's strength – to the specific institutional settings and competences of actors within the respective national innovation system. It has additionally been argued that unlike the American innovation system, with its proven ability to give birth to new industries, the inherent path dependency of the Japanese innovation system makes innovation and establishment of new industries quite difficult. However, there are two notable weaknesses underlying current propositions postulating that only certain innovation systems enable the creation of new industries: first, they mistakenly confound context specific with general empirical observations. And second, they grossly underestimate – or altogether fail to examine – the dynamics within innovation systems. This paper will show that it is precisely the dynamics within innovation systems – dynamics founded on the concept of path plasticity – which have enabled Japan to charge forward as a global leader in a highly innovative field: the game software sector as well as the biotechnology industry.
It has often been asked whether today´s Japan will be able to move into new and promising industries, or whether it is locked into an innovation system with an inherent inability to give birth to new industries. One argument reasons that the thick institutional complementarities among labour, innovation, and finance among its enterprises and the public sector favour industrial development in sectors of intermediate uncertainty, while it is difficult to move into areas of major uncertainty. In this paper, we present the case of the silver industry or, somewhat more prosaically, the 60+ or even 50+ industry, for which most would agree that Japan has indeed become a lead market and lead producer on the global market. For an institutional economist, the case of the silver industry is particularly interesting, because Japan´s success is based on the cooperation of existing actors, the enterprise and public sector in particular, which helped overcome the information uncertainties and asymmetries involved in the new market by relying on several established mechanisms developed well before. In that sense, Japan´s silver industry presents a case of of what we propose to call successful institutional path activation with the effect of an innovative market creation, instead of the problematic lockin effects that are usually associated with the term path dependence.
Small businesses face major challenges to becoming more innovative. These challenges are particularly prevalent in emerging economies where high uncertainties are a barrier to innovation. We know from previous studies that linkages to universities, on the one hand, and public procurement, on the other, support large and innovative firms in their efforts to become more innovative. However, we do not know whether these positive effects also hold true for small businesses. In this paper, we focus on how policy strategies reducing information, market and financial uncertainties shape small businesses’ innovation in China. Based on a sample of 926 small businesses derived from the World Bank Enterprises Survey in China (2012), we find that university-industry linkages enhance innovation, though only when it comes to minor forms of innovation. In line with the resource-based view of the firm, this effect is stronger for small businesses with higher capabilities. Moreover, we show that bidding for or delivering contracts to public sector clients has a positive effect on innovation, and in particular of major forms of innovation. In the bidding selection process, private firms and firms with higher capabilities are selected. Our findings show that both policy strategies have enhanced innovation, though with different effects on the degree of novelty. We attribute this finding to the different degrees of uncertainties they address.
External linkages allow nascent ventures to access crucial resources during the process of new product development. Forming external linkages can substantially contribute to a venture’s performance. However, little is known about the paths of external linkage formation, as well as the circumstances that drive the choice to pursue one rather than another path. This gap deserves further investigation, because we do not know whether insights developed for incumbent firms also apply to nascent ventures: To address this gap, we explore a novel dataset of 370 venture creation processes. Using sequence analyses based on optimal matching techniques and cluster analyses, we reveal that nascent ventures pursue one of overall four distinct paths of linkage formation activities during new product development. Contrary to the findings of the strategy literature, we find that if nascent ventures engage in external linkages at all, they do not combine exploration- and exploitation-oriented linkages but form either exploration- or exploitation-oriented linkages. Additional regression analyses highlight the circumstances that lead nascent ventures to pursue one rather than the other pathways. Taken together, our analyses point out that resource scarcity constitutes an important factor shaping the linkage formation activities of nascent ventures. Accordingly, we show that nascent ventures tend not to optimize by adding complementary knowledge to the firm’s knowledge base but rather to extend the existing knowledge base—a strategy which we call bricolage.