The Effect of External Technology Cooperation and Internal Relation on Innovative Behavior in Technology Intensive Organizations

 
 
 
  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract


    This study set up a research model based on theoretical research as a study of the effects of external technology cooperation activities and internal relationship competencies on innovation behavior in high technology companies. Based on the research model, hypotheses were set up and tested through questionnaires. The research hypothesis is largely based on the internal and external cooperative activities of companies and the effect of the introduction of open innovation on innovation behavior. H1. The more internal cooperation activities in the enterprise, the more innovative behavior will occur. H2. The more active external cooperation activities within the enterprise, the more innovative behavior will occur. H3. The more internal collaborative activities and external cooperation in the enterprise, the more open innovation will be active. In this paper, I propose that internal cooperative activities, external collaborative activities, and establishment of an open innovation culture are important variables that influence innovation behavior.

     

     


  • Keywords


    technology, innovative, intensive, innovation,variables

  • References


      [1] Argote, L., & Ingram, P. 2000, Knowledge transfer: A basis for competitive advantage in firms. Organizational behavior and human decision processes, Vol. 82, No. 1, pp. 150-169.

      [2] Borredon, L., & Ingham, M. 2005, Mentoring and organisational learning in research and development. R&D Management, Vol. 35, No. 5, pp. 493-500.

      [3] Chesbrough, H., & Crowther, A. K. 2006, Beyond high tech: early adopters of open innovation in other industries. R&D Management, Vol. 36, No. 3, pp. 229-236.

      [4] Gassmann, O. 2006, Opening up the innovation process: towards an agenda. R&D Management, Vol. 36, No. 3, pp. 223-228.

      [5] Gopalakrishnan, S., & Santoro, M. D. 2004, Distinguishing between knowledge transfer and technology transfer activities: The role of key organizational factors. IEEE transactions on Engineering Management, Vol. 51, No. 1, pp. 57-69.

      [6] Kim, Y., Min, B., & Cha, J. 1999, The roles of R&D team leaders in Korea: a contingent approach. R&D Management, Vol. 29 No. 2, pp. 153-166.

      [7] Sapienza, A. M. 2005, From the inside: scientists' own experience of good (and bad) management. R&D Management, Vol. 35, No. 5, pp. 473-482.

      [8] Scott, S. G., & Bruce, R. A. 1994, Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of management journal, Vol. 37, No.3, pp. 580-607.

      [9] Subramaniam, I. D. 2012, Determinant of innovative behavior in the workplace: A case study of a Malaysian public sector organisation. American Journal of Social Issues and Humanities, Vol. 2, No. 6, pp.384-397.

      [10] Shin Dong yeop, & Kwon Sura. 2008, Learning dilemma and trust between partner companies in international joint ventures. Strategic Management Research, Vol. 11, No. 2, pp. 21-59.

      [11] Vojak, B. A., Griffin, A., Price, R. L., &Perlov, K. 2006, Characteristics of technical visionaries as perceived by American and British industrial physicists. R&D Management, Vol. 36, No. 1, pp.17-26.

      [12] Young, L. D. 2012, How to promote innovative behavior at work? The role of justice and support within organizations. The Journal of creative behavior, Vol. 46 No. 3, pp.220-243.

      [13] Witzeman, S., Slowinski, G., Dirkx, R., Gollob, L., Tao, J., Ward, S., &Miraglia, S. 2006, Harnessing external technology for innovation. Research-Technology Management, Vol. 49, No. 3, pp. 19-27.


 

View

Download

Article ID: 19601
 
DOI: 10.14419/ijet.v7i4.4.19601




Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.