How do competitors and partners shape corporate R&D investments
Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment leve...
Ausführliche Beschreibung
Autor*in: |
Wang, Xincheng [verfasserIn] |
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Format: |
Artikel |
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Sprache: |
Englisch |
Erschienen: |
2022 |
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Anmerkung: |
© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 |
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Übergeordnetes Werk: |
Enthalten in: The journal of technology transfer - Springer US, 1984, 48(2022), 3 vom: 17. Mai, Seite 1106-1125 |
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Übergeordnetes Werk: |
volume:48 ; year:2022 ; number:3 ; day:17 ; month:05 ; pages:1106-1125 |
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DOI / URN: |
10.1007/s10961-022-09942-0 |
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Katalog-ID: |
OLC214386261X |
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10.1007/s10961-022-09942-0 doi (DE-627)OLC214386261X (DE-He213)s10961-022-09942-0-p DE-627 ger DE-627 rakwb eng 600 VZ 3,2 ssgn Wang, Xincheng verfasserin aut How do competitors and partners shape corporate R&D investments 2022 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. R&D investments Partners’ and competitors’ R&D investments Vicarious learning Hou, Ye aut Cheng, Wan aut Guo, Jingzhou aut Enthalten in The journal of technology transfer Springer US, 1984 48(2022), 3 vom: 17. Mai, Seite 1106-1125 (DE-627)130846082 (DE-600)1022920-6 (DE-576)371054540 0892-9912 nnns volume:48 year:2022 number:3 day:17 month:05 pages:1106-1125 https://doi.org/10.1007/s10961-022-09942-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-WIW GBV_ILN_2035 AR 48 2022 3 17 05 1106-1125 |
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10.1007/s10961-022-09942-0 doi (DE-627)OLC214386261X (DE-He213)s10961-022-09942-0-p DE-627 ger DE-627 rakwb eng 600 VZ 3,2 ssgn Wang, Xincheng verfasserin aut How do competitors and partners shape corporate R&D investments 2022 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. R&D investments Partners’ and competitors’ R&D investments Vicarious learning Hou, Ye aut Cheng, Wan aut Guo, Jingzhou aut Enthalten in The journal of technology transfer Springer US, 1984 48(2022), 3 vom: 17. Mai, Seite 1106-1125 (DE-627)130846082 (DE-600)1022920-6 (DE-576)371054540 0892-9912 nnns volume:48 year:2022 number:3 day:17 month:05 pages:1106-1125 https://doi.org/10.1007/s10961-022-09942-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-WIW GBV_ILN_2035 AR 48 2022 3 17 05 1106-1125 |
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10.1007/s10961-022-09942-0 doi (DE-627)OLC214386261X (DE-He213)s10961-022-09942-0-p DE-627 ger DE-627 rakwb eng 600 VZ 3,2 ssgn Wang, Xincheng verfasserin aut How do competitors and partners shape corporate R&D investments 2022 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. R&D investments Partners’ and competitors’ R&D investments Vicarious learning Hou, Ye aut Cheng, Wan aut Guo, Jingzhou aut Enthalten in The journal of technology transfer Springer US, 1984 48(2022), 3 vom: 17. Mai, Seite 1106-1125 (DE-627)130846082 (DE-600)1022920-6 (DE-576)371054540 0892-9912 nnns volume:48 year:2022 number:3 day:17 month:05 pages:1106-1125 https://doi.org/10.1007/s10961-022-09942-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-WIW GBV_ILN_2035 AR 48 2022 3 17 05 1106-1125 |
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10.1007/s10961-022-09942-0 doi (DE-627)OLC214386261X (DE-He213)s10961-022-09942-0-p DE-627 ger DE-627 rakwb eng 600 VZ 3,2 ssgn Wang, Xincheng verfasserin aut How do competitors and partners shape corporate R&D investments 2022 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. R&D investments Partners’ and competitors’ R&D investments Vicarious learning Hou, Ye aut Cheng, Wan aut Guo, Jingzhou aut Enthalten in The journal of technology transfer Springer US, 1984 48(2022), 3 vom: 17. Mai, Seite 1106-1125 (DE-627)130846082 (DE-600)1022920-6 (DE-576)371054540 0892-9912 nnns volume:48 year:2022 number:3 day:17 month:05 pages:1106-1125 https://doi.org/10.1007/s10961-022-09942-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-TEC SSG-OLC-WIW GBV_ILN_2035 AR 48 2022 3 17 05 1106-1125 |
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Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 |
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Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 |
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Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. Our findings advance research on vicarious learning and the antecedents of R&D investments, underscoring the role of interdependence in influencing firms’ R&D investment decisions. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000naa a22002652 4500</leader><controlfield tag="001">OLC214386261X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240118092125.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">240118s2022 xx ||||| 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1007/s10961-022-09942-0</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC214386261X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-He213)s10961-022-09942-0-p</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">600</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">3,2</subfield><subfield code="2">ssgn</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Wang, Xincheng</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">How do competitors and partners shape corporate R&D investments</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2022</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract Strategy management alludes to the organizational and environmental factors that shape firms’ propensities to make research and development (R&D) investments. We complement this literature by building on vicarious learning to explain how a firm determines its own R&D investment level based on the R&D investment patterns of partners and competitors. Using panel data on firms publicly traded in China, we show an inverted U-shaped relationship between a firm’s R&D investment pattern and the R&D investment patterns of its partners and competitors. Convergence is driven by imitation and legitimation while divergence is explained by risk perception. We conclude that competitors represent a more valuable reference than partners. 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