SavedAdd your journal

Journals / İşletme Araştırmaları Dergisi / 2021 / Cilt: 13 - Sayı: 2

Repeated Partnerships and Radical Innovation: Evidence from Wireless GamingMarket

Feray ADIGÜZEL
Kerem GÜRSES
Pınar ÖZCAN
Pages
1177–1186
Publication Date
2022-11-06
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

This study gives advices on firmswho needs alliance and suggest to have more diverse portfolio to continue their radical innovations.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Purpose— Firms often form alliances to manage innovation activities with prior or new partners.
📊
Key Findings & Data:However,it is not clear whether repeated alliances might reduce or increase incremental versus radical innovations.This paper investigates the effect of repeated partnerships on firm´s innovations in a creative industry,namely mobile gaming industry.
💡
Conclusion & Impact:This study gives advices on firmswho needs alliance and suggest to have more diverse portfolio to continue their radical innovations.
🔬Design:Research Article
📍Scope:2003-2005 Verileri
⚙️Variables:Domain Parameters

Abstract

Purpose— Firms often form alliances to manage innovation activities with prior or new partners. However,it is not clear whether repeated alliances might reduce or increase incremental versus radical innovations.This paper investigates the effect of repeated partnerships on firm´s innovations in a creative industry,namely mobile gaming industry. Specifically, the effects of publisher and carrier partnerships on new gamereleases with existing versus new genres.Design/methodology/approach—An empirical research was conducted using US mobile gaming industrydata between 2003-2005 which covers the new games released in period after 3G introduction and beforesmartphones. Thus, included mobile games belong to the same generation in terms of mobile internettelecommunication technology. The effect of repeated partnerships between a publisher and a carrier on amobile game genre was empirically tested with logistic regression.Findings—Repeated partnerships lead to lower likelihood of radical innovation. The likelihood of radicalinnovation was lower for a large size partner relative to small size partner.Discussion-- This research contributes two streams of research: strategic alliance research and research oncreative industries. The type of innovation repeated interactions lead to in creative industry context wasexamined and partner size was also introduced as an important factor. This study gives advices on firmswho needs alliance and suggest to have more diverse portfolio to continue their radical innovations.

🔖

Cite This Article

ADIGÜZEL, F., GÜRSES, K., ÖZCAN, P. (2022). Repeated Partnerships and Radical Innovation: Evidence from Wireless GamingMarket. İşletme Araştırmaları Dergisi, Cilt: 13 - Sayı: 2, 1177–1186. https://ajindex.com/articles/652142

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (14)

  1. Anderson, E. and Jap, S. D. (2005). “The dark side of close relationships”, MIT Sloan Management Review, 46(3), 75. Becker, H. S. (1982). Art worlds. Univ of California Press.
  2. Bourdieu, P. (19930. Sociology in question (Vol. 18). Sage. Bensaou, M. and Anderson, E. (1999). “Buyer-supplier relations in industrial markets: when do buyers risk making idiosyncratic investments?”, Organization Science, 10(4), 460-481.
  3. Cappetta, R., Cillo P., and Ponti A. (2006). “Convergent Designs in Fine Fashion: An Evolutionary Model for Stylistic Innovation,” Research Policy, 35 (9), 1276–90
  4. Cowan, R. and Jonard, N. (2009). “Knowledge portfolios and the organization of innovation networks”, Academy of Management Review, 34(2), 320-342.
  5. De Vany, A. (2004). Hollywood economics: How extreme uncertainty shapes the film industry. Routledge. Dyer, J. H. and Singh, H. (1998). “The relational view: Cooperative strategy and sources of interorganizational competitive advantage”, Academy of Management Review, 23(4), 660-679.
  6. Epstein, E. J. (2005). The Big Picture: The New Logic of Money and Power in Hollywood. Random House, New York. Fiol, C. M. and Lyles, M. A. (1985). “Organizational learning”, Academy of Management Review, 10(4), 803-813.
  7. Goerzen, A. (2007). “Alliance networks and firm performance: The impact of repeated partnerships”, Strategic Management Journal, 28(5), 487-509.
  8. Gulati, R., Wohlgezogen, F., and Zhelyazkov, P. (2012). “The two facets of collaboration: Cooperation and coordination in strategic alliances”, Academy of Management Annals, 6(1), 531-583.
  9. Hirsch, P. M. (2000). “Cultural industries revisited”, Organization science, 11(3), 356-361.
  10. Hoetker, G. and Mellewigt, T. (2009). “Choice and performance of governance mechanisms: matching alliance governance to asset type”, Strategic Management Journal, 30(10), 1025-1044.
  11. Holloway, S. S. and Parmigiani, A. (2016). “Friends and Profits Don’t Mix: The Performance Implications of Repeated Partnerships.” Academy of Management Journal, 59(2), 460-478.
  12. Hult, G. T. M., Ketchen, D. J., and Arrfelt, M. (2007). “Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development”, Strategic Management Journal, 28(10), 1035-1052.
  13. Jeffries, F. L. and Reed, R. (2000). “Trust and adaptation in relational contracting”, Academy of Management Review, 25(4), 873-882.
  14. Jones, C., Hesterly, W. S., and Borgatti, S. P. (1997). “A general theory of network governance: Exchange conditions and