Open for Innovation: The Role of Openness in Explaining Innovation Performance among UK Manufacturing Firms
Laursen, Keld, Ammon Salter
Strategic Management Journal 27, no. 2 (2006): 131-150
https://doi.org/10.1002/smj.507
“We find that firms who have open search strategies—those who search widely and deeply—tend to be more innovative. However, we find that the benefits to openness are subject to decreasing returns, indicating that there is a point where additional search becomes unproductive. We explore the implications of this finding for theories of managerial attention and for innovative performance.”
Similar Papers
Ozcan, Pinar, and Kathleen M. Eisenhardt
Academy of Management Journal 52, no. 2 (2009): 246-279