Enhancing Innovativeness through Strategic Capability Deployment and Partnering Relations – The Cases of Biotechnology Ventures
Date Issued
2004
Date
2004
Author(s)
Su, Yu-Shan
DOI
en-US
Abstract
At the age when emerging technologies dominate biotech-commerce landscape, innovation has become the primary driver of competitive advantage for biotechnology ventures. Biotechnology ventures have cultivated their innovativeness through a variety of knowledge-creating mechanisms such as high-throughput screening techniques based on bioinformatics.
The main purpose of this study is to discuss the nature of innovation, especially in the science-based biotechnology industry. There are two sources of innovation. Internal source is constrained by a firm’s existing capability deployment. External source is considered by a firm’s partnering relations. In the present study, Schumpeterian economics and resource-based view are incorporated into the discussion of a firm’s internal path of innovation, while resource dependence theory and social network theory are adopted to examine a firm’s external path of innovation.
This research attempts to examine empirically how capability deployment and vertical partnership affect the innovativeness of 78 Taiwan-based biotechnology ventures. Moreover, it is proposed that a venture’s strategic orientation could moderate the relationships of innovativeness with capability deployment, and the relationships of innovativeness with vertical partnership. It analyzes by ordinary least square (OLS) approach. And, it also incorporates analysis of variance (ANOVA) and Scheffe’s test to examine the moderating effects in advance.
Results gathered from this study show that the venture’s both product- and process- innovativeness are both positively related to its R&D capability, marketing capability, and URI (universities and research institutions) partnership. In particular, R&D capability deployment can fully mediate the effects of resource stocks on both types of innovativeness. However, upon considering whether or not a venture’s strategic orientation is technology-driven, the direct effects of R&D capability and URI partnership on innovativeness disappear.
In contrast, a venture’s marketing capability has both direct and moderated effects on the innovativeness, while supplier relationship moderated by strategic orientation can also affect the innovativeness. In other words, guided by its strategic orientation, the knowledge-based venture should be more effective in deploying its capabilities embedded with extensive market knowledge, and in integrating its supply chains which composed of intensive platform knowledge. Accordingly, both marketing capability and supplier partnership can further cultivate its innovativeness.
Subjects
策略導向
夥伴關係
能力推展
創新績效
partnerships
innovativeness
capabilities
strategic orientation
Type
thesis
File(s)![Thumbnail Image]()
Loading...
Name
ntu-93-D89724005-1.pdf
Size
23.31 KB
Format
Adobe PDF
Checksum
(MD5):cbfa39fc17c18a350a1258432327e744