The moderating role of competence specialization in the effect of external R&D on innovative performance

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dc.contributor.authorKoo, Byeongseokko
dc.contributor.authorLee, Chang-Yangko
dc.date.accessioned2019-08-27T09:20:10Z-
dc.date.available2019-08-27T09:20:10Z-
dc.date.created2019-08-26-
dc.date.created2019-08-26-
dc.date.created2019-08-26-
dc.date.issued2019-09-
dc.identifier.citationR & D MANAGEMENT, v.49, no.4, pp.574 - 594-
dc.identifier.issn0033-6807-
dc.identifier.urihttp://hdl.handle.net/10203/265547-
dc.description.abstractThis paper studies the functional specialization of SMEs' technological competence and its moderating role in the effect of external R&D on their innovative performance. Technological competence consists of many functional dimensions such as basic research, product architecture, process construction, testing, and evaluation, which constitute a sequence of innovation tasks. The specialization of technological competence allows SMEs to utilize economies of specialization in R&D, enhance their bargaining power and appropriability conditions in the process of external R&D, and attract promising R&D partners. However, competence specialization may hamper SMEs' capabilities to coordinate and integrate diverse external R&D projects. Using a sample of SMEs in Korean manufacturing industries, we find the following results. First, competence specialization positively moderates the effect of external R&D on SMEs' innovative performance. Second, the positive moderating effect of competence specialization diminishes as the share of external R&D increases. Third, the moderating effect of competence specialization differs across industries depending on the degree of market dominance by a few large firms (i.e., market concentration) and the novelty of technologies pursued by SMEs in each industry.-
dc.languageEnglish-
dc.publisherWILEY-
dc.titleThe moderating role of competence specialization in the effect of external R&D on innovative performance-
dc.typeArticle-
dc.identifier.wosid000479060300010-
dc.identifier.scopusid2-s2.0-85055579896-
dc.type.rimsART-
dc.citation.volume49-
dc.citation.issue4-
dc.citation.beginningpage574-
dc.citation.endingpage594-
dc.citation.publicationnameR & D MANAGEMENT-
dc.identifier.doi10.1111/radm.12344-
dc.contributor.localauthorLee, Chang-Yang-
dc.description.isOpenAccessN-
dc.type.journalArticleArticle-
dc.subject.keywordPlusDIVISION-OF-LABOR-
dc.subject.keywordPlusKNOWLEDGE ACQUISITION-
dc.subject.keywordPlusTRANSACTION-COST-
dc.subject.keywordPlusDEVELOPMENT COOPERATION-
dc.subject.keywordPlusPRODUCT DEVELOPMENT-
dc.subject.keywordPlusCOORDINATION COSTS-
dc.subject.keywordPlusEMPIRICAL-EVIDENCE-
dc.subject.keywordPlusPROPERTY-RIGHTS-
dc.subject.keywordPlusFIRM-
dc.subject.keywordPlusDETERMINANTS-
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