Session 262

Pioneering Knowledge

Track I

Date: Tuesday, October 6, 2015

Track X

Time: 15:45 – 17:00

Paper

Room: Governor's Square 17


Session Chair:

  • Mahka Moeen, University of North Carolina

Title: Do Inventors Learn from Experience? Learning Traps, Recombinant Creativity, and Inventive Success

Authors

  • Sam Arts, University of Leuven

Abstract: We analyze how inventors gain experience from R&D projects and how this affects their creativity over time. Prior experience might be a key input in the creative search process and guide inventors towards more useful inventions. Yet, prior experience might obstruct the novelty of subsequent invention and hereby lead to less useful inventions. We explore these ambiguous effects by studying the impact of experience on the two facets of creativity: novelty and usefulness. Using the US patent record in biotechnology, we find that while inventors’ prior experience obstructs the novelty of invention, useful inventions and breakthroughs are the product of both experience and novelty.

Title: Doing, Using, and Having (done): The Performance of Pioneering Technologies

Authors

  • Kevin Miceli, Michigan State University
  • Changhyun Kim, Singapore Management University
  • Tian Chen, University of North Carolina at Chapel Hill

Abstract: Pioneering technologies are new incarnations that have no identified technological parents. Prior research has suggested that having conducted such experiments, firms have a greater likelihood of later producing breakthrough technologies that will be well cited in the future. Pioneering technologies are believed to be so radical to successfully allow firms to overcome propinquity traps where they develop along an established local technological trajectory. This proposal seeks to understand the direct and indirect performance of these technologies through their citation performance, the success of future technologies that recombine the new knowledge, and re-testing the firm level effect of having experimented with but not directly used zero reference patents. We theorize a difference in this first-order performance and second-order use and experimentation.

Title: Patterns of Pioneering Research Investments by Universities, Startups, and Established Firms

Authors

  • Mahka Moeen, University of North Carolina
  • Seth Carnahan, University of Michigan

Abstract: Following a technological breakthrough, various players seek to advance the scientific frontier related to the technology and explore the potentials of transforming it into commercial products. In this paper, we compare the extent to which universities, startup firms, and established firms undertake pioneering research – defined as the first ever research experiment – in particular technical subfields opened up by a breakthrough. We further examine the role of contextual factors such as commercial applicability of a technical subfield and age of the technology in influencing participation rates of universities, startup firms, and established firms in pioneering research. The empirical context is the population of field experiments within plant biotechnology during 1987-2010.

Title: When Does Familiarity Matter? Benefitting from Alliance Partners’ Pioneering Knowledge for Innovation

Authors

  • Shihao Zhou, Virginia Tech
  • Devi Gnyawali, Virginia Tech
  • Manish Srivastava, Michigan Technological University

Abstract: We suggest that alliance conditions that breed and nurture familiarity are particularly important for the focal firm to realize innovation benefits from its alliance partners’ pioneering knowledge. We discuss three conditions that build familiarity: repeat partners, strong ties, and ties with similar partners. Results based on longitudinal data from the semiconductor industry show that the effect of pioneering knowledge in the focal firm’s alliances is significantly enhanced when the knowledge is held by partners that meet the three familiarity conditions.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts

All Sessions in Track X...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient
Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Session 261: Knowledge Creation and Sharing in Virtual Communities
Mon: 08:00 – 09:15
Session 72: External Influences: Audiences and Media
Session 126: Entry Mode & Cross-Border Acquisitions
Session 140: New Perspectives on the Outside Director Selection Process
Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
Mon: 11:15 – 12:30
Session 149: Management and Coordination of Multinationals
Session 220: Perspectives on CEO Compensation
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Session 37: Political Ties: Knots or Bows?
Session 63: Political and Material Aspects of Strategy Making
Session 97: Accelerators, corporate VCs and new venture creation
Session 258: Explainng CSR: External Factors
Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?
Mon: 16:45 – 18:00
Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Session 112: Acquisitions - Before the Deal
Tue: 08:00 – 09:15
Session 309: Looking Good and Sounding Better: Impression Management by CEOs
Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?
Tue: 11:00 – 12:15
Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
Tue: 14:15 – 15:30
Session 116: Acquisitions - After the Deal
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 144: Board Structure: What Works Best?
Session 208: Internationalization Strategies and Performance


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