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This study investigated the relationship between executive turnover (ET) and quality of corporate social responsibility disclosure (CSRD) at the firm level. The role of political embeddedness (PE) in the association between ET and CSRD quality in Chinese listed A-share firms is also inspected. We employed 20,850 firm’s/year observations between 2010 and 2016. An inverse relationship was found between ET and CSRD quality as well as PE and CSRD quality. In addition, the study findings disclose that corporate PE moderates the relationship between ET and a firm’s CSRD quality whilst the impact of ET on a company's CSRD quality was found more pronounced for firms with a low level of corporate PE. This examination adds to the literature on CSRD quality under the premise of normative stakeholder theory and leads to the conclusion that the political link of departing executives is an active participant in the exacerbation of CSRD quality in PE firms of China. This implies a reinvigoration of the roles of decision-makers for sustainable CSR assurance.
Fawad Rauf; Cosmina L. Voinea; Nadine Roijakkers; Khwaja Naveed; Hammad Bin Azam Hashmi; Tayyaba Rani. How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China. Eurasian Business Review 2021, 1 -25.
AMA StyleFawad Rauf, Cosmina L. Voinea, Nadine Roijakkers, Khwaja Naveed, Hammad Bin Azam Hashmi, Tayyaba Rani. How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China. Eurasian Business Review. 2021; ():1-25.
Chicago/Turabian StyleFawad Rauf; Cosmina L. Voinea; Nadine Roijakkers; Khwaja Naveed; Hammad Bin Azam Hashmi; Tayyaba Rani. 2021. "How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China." Eurasian Business Review , no. : 1-25.
Smart cities use integrated information and communication technology in order to help their citizens and organizations deal with the challenges of urbanization, safety, and sustainability. Smart cities need complex forms of governance involving a great variety of actors. The aim of this study is to illustrate how elements of governance structures in smart city ecosystems evolve over time, and to understand in which way these elements enable or inhibit the success of such ecosystems in different phases of evolution. We draw on the ecosystem literature and the smart city literature to identify governance aspects relevant to projects with multiple stakeholders. We illustrate our framework with extensive empirical evidence from an in-depth single case study of a smart city initiative in The Netherlands. We find that the use of specific governance elements varies across the phases of evolution of the smart city ecosystem. In the initiation phase, governance structures aimed at strengthening the internal relations are key. In this phase, elements such as trust, commitment, and common goals are important as they help to create a common ground. In the growth phase, the ecosystem focuses on establishing external relations with other parties, such as competitors and suppliers. In this phase, governance elements such a co-creation strategy and a dedicated organization for promotion gain importance, as these elements facilitate communication with external parties.
Ward Ooms; Marjolein C. J. Caniëls; Nadine Roijakkers; Dieudonnee Cobben. Ecosystems for smart cities: tracing the evolution of governance structures in a dutch smart city initiative. International Entrepreneurship and Management Journal 2020, 16, 1225 -1258.
AMA StyleWard Ooms, Marjolein C. J. Caniëls, Nadine Roijakkers, Dieudonnee Cobben. Ecosystems for smart cities: tracing the evolution of governance structures in a dutch smart city initiative. International Entrepreneurship and Management Journal. 2020; 16 (4):1225-1258.
Chicago/Turabian StyleWard Ooms; Marjolein C. J. Caniëls; Nadine Roijakkers; Dieudonnee Cobben. 2020. "Ecosystems for smart cities: tracing the evolution of governance structures in a dutch smart city initiative." International Entrepreneurship and Management Journal 16, no. 4: 1225-1258.
Mechanisms that large organizations employ to facilitate corporate social responsibility (CSR) engagement simply do not apply to start-ups due to distinct differences. The purpose of this study was to gain insight into how start-ups strive for sustainability in their business models by investigating internal and external drivers related to organizational processes, managerial characteristics, and stakeholder expectations. We explored key factors such as decision-making regarding CSR engagement, business values about sustainability, entrepreneurial orientation, and the relevance of the CSR theater (philanthropic orientation, disruptive innovation, or transforming the ecosystem). Multiple case studies and interview data elucidated how start-ups engage with their community and stakeholders to determine the best approach to sustainability demands, how start-ups embed sustainability practices within their business models, and how these practices match with the entrepreneurs’ personalities. On the basis of our case studies and data analysis, we propose that the decision to engage in CSR is treated as an investment decision. The business values of a start-up determine its CSR engagement. The philanthropic drive of a start-up determines its CSR initiatives, which are then in line with the field the start-up is operating in. Entrepreneurs’ willingness to adopt CSR practices is determined by their personalities and organizational expertise and experiences. CSR engagement within the business models of start-ups is based on a combination of financial and social capital, while financial benefits act as a continuous motivator for CSR engagement from inception.
Cosmina Lelia Voinea; Marcel Logger; Fawad Rauf; Nadine Roijakkers. Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies. Sustainability 2019, 11, 6884 .
AMA StyleCosmina Lelia Voinea, Marcel Logger, Fawad Rauf, Nadine Roijakkers. Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies. Sustainability. 2019; 11 (24):6884.
Chicago/Turabian StyleCosmina Lelia Voinea; Marcel Logger; Fawad Rauf; Nadine Roijakkers. 2019. "Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies." Sustainability 11, no. 24: 6884.
Open innovation (OI) is an approach which describes a purposive attempt to draw together knowledge from different contributors to develop and exploit innovation. It has become clear that OI directly benefits organisations' economic performance and resilience, but researchers, practitioners, and policy makers became also convinced that OI might be the way forward to tackle the world’s most pressing societal challenges, representing unresolved Grand Challenges, which can only be weathered by diverse sets of collaborative partners that join forces. Although anecdotal evidence points at how OI practices can be employed to achieve societal impact not only in private firms but also in public organisations, very little understanding exists ‐beyond anecdotal‐ to link OI to societal impact. This special issue has the ambition to start the discussion and establish a framework as the stepping stone to tackle this complex research gap.
Joon Mo Ahn; Nadine Roijakkers; Riccardo Fini; Letizia Mortara. Leveraging open innovation to improve society: past achievements and future trajectories. R&D Management 2019, 49, 267 -278.
AMA StyleJoon Mo Ahn, Nadine Roijakkers, Riccardo Fini, Letizia Mortara. Leveraging open innovation to improve society: past achievements and future trajectories. R&D Management. 2019; 49 (3):267-278.
Chicago/Turabian StyleJoon Mo Ahn; Nadine Roijakkers; Riccardo Fini; Letizia Mortara. 2019. "Leveraging open innovation to improve society: past achievements and future trajectories." R&D Management 49, no. 3: 267-278.
Within the innovation ecosystem literature, scholars have considered governance mechanisms as an important instrument for focal entities to mitigate the risks of opportunistic behaviour. Scholars have not focused yet on how these mechanisms work. In the alliance literature, governance mechanisms have been extensively researched and described. As innovation ecosystems are a subset of alliances, constructs from the alliance literature are used to understand how governance mechanisms are employed by the focal entity within innovation ecosystems. Scholars have also considered the importance of partner alignment for successful innovations. To mitigate the risks of opportunistic behaviour and to align partners, this research has focused on understanding how the focal entity uses governance mechanisms to influence partner alignment. Based on an exploratory multiple case study research, this research has found a list of partner stimulators, like for example leadership and expectation management, that influence the effectiveness of governance mechanisms used by focal entities in aligning partners. When partner alignment stimulators are present, the effectiveness of governance mechanisms is enhanced and partners feel more aligned. We have also developed a model that explains the relation between partner alignment stimulators, governance mechanisms, and partner alignment. In addition, we have found that constructs from the alliance literature can be applied to an innovation ecosystem setting when partner alignment stimulators are considered in addition to governance mechanisms. We contribute to the innovation ecosystem literature by explicitly considering partner alignment stimulators that influence the relation between governance mechanisms and partner alignment. Future research could focus on using quantitative methods to strengthen the findings of this research.
Dieudonnee Cobben; Nadine Roijakkers. The Dynamics of Trust and Control in Innovation Ecosystems. International Journal of Innovation 2019, 7, 01 -25.
AMA StyleDieudonnee Cobben, Nadine Roijakkers. The Dynamics of Trust and Control in Innovation Ecosystems. International Journal of Innovation. 2019; 7 (1):01-25.
Chicago/Turabian StyleDieudonnee Cobben; Nadine Roijakkers. 2019. "The Dynamics of Trust and Control in Innovation Ecosystems." International Journal of Innovation 7, no. 1: 01-25.
Companies can create value by effectively applying and managing open business models. In order to understand the full potential of open business models, we suggest broadening the concept beyond Chesbrough’s original idea, which is predominantly defined in an open innovation context that limits its full potential to be applied in other contexts. We use examples from Unilever to show how a firm can combine and integrate its assets, capabilities and skills (brands, patents, routes to market, etc.) with those of its partners to create new consumer value. Next, we focus on the different types of open business models Unilever has developed for a range of strategic purposes, ranging from business models that are only marginally open (e.g. applied in core skills enhancement) to a highly open business model (e.g. applied in new business development). We also examine the benefits and drawbacks of these open business models, noting that they need to be effectively managed if the company is to reap the benefits from applying them to its businesses. At Unilever, several management dimensions underlie its successful utilization of open business models.
Wim Vanhaverbeke; Nadine Roijakkers; Oana-Maria Pop; Graham Cross. Developing Open Business Models in Existing and New Businesses in the FMCG Industry. 2018, 1 .
AMA StyleWim Vanhaverbeke, Nadine Roijakkers, Oana-Maria Pop, Graham Cross. Developing Open Business Models in Existing and New Businesses in the FMCG Industry. . 2018; ():1.
Chicago/Turabian StyleWim Vanhaverbeke; Nadine Roijakkers; Oana-Maria Pop; Graham Cross. 2018. "Developing Open Business Models in Existing and New Businesses in the FMCG Industry." , no. : 1.
Companies can create value by effectively applying and managing open business models. In order to understand the full potential of open business models, we suggest broadening the concept beyond Chesbrough’s original idea, which is predominantly defined in an open innovation context that limits its full potential to be applied in other contexts. We use examples from Unilever to show how a firm can combine and integrate its assets, capabilities and skills (brands, patents, routes to market, etc.) with those of its partners to create new consumer value. Next, we focus on the different types of open business models Unilever has developed for a range of strategic purposes, ranging from business models that are only marginally open (e.g. applied in core skills enhancement) to a highly open business model (e.g. applied in new business development). We also examine the benefits and drawbacks of these open business models, noting that they need to be effectively managed if the company is to reap the benefits from applying them to its businesses. At Unilever, several management dimensions underlie its successful utilization of open business models.
Wim Vanhaverbeke; Nadine Roijakkers; Oana-Maria Pop; Graham Cross. Developing Open Business Models in Existing and New Businesses in the FMCG Industry. 2018, 1 .
AMA StyleWim Vanhaverbeke, Nadine Roijakkers, Oana-Maria Pop, Graham Cross. Developing Open Business Models in Existing and New Businesses in the FMCG Industry. . 2018; ():1.
Chicago/Turabian StyleWim Vanhaverbeke; Nadine Roijakkers; Oana-Maria Pop; Graham Cross. 2018. "Developing Open Business Models in Existing and New Businesses in the FMCG Industry." , no. : 1.
Purpose The purpose of this paper is to propose a typology of institutions enabling or constraining customer centricity and value co-creation in service ecosystems; illustrate the various types of institutions with examples from healthcare; and provide case study evidence on how pharmaceutical companies react to and induce institutional change. Design/methodology/approach First, a typology of institutions enabling or constraining customer centricity and value co-creation is proposed and illustrated with examples from healthcare. Next, to clarify how companies deal with these institutions by reacting to or inducing institutional change, two case companies from the pharmaceutical industry are described. Findings The research identifies and illustrates nine types of institutions (culture, structure, processes, metrics, language, practices, IP, legislation and general beliefs) grouped by three levels of analysis (micro, meso and macro). Furthermore, the findings of the two case studies indicate that companies react to, but also proactively induce, institutional change. Research limitations/implications The investigation is limited to two case studies. Practical implications Organizations need to understand the micro-, meso- and macro-level institutions of their service ecosystem; react to institutional changes imposed by other actors; and proactively change institutions by breaking, making or maintaining them. Social implications Pharmaceutical companies can improve patient well-being by inducing institutional change. Originality/value This research develops a mid-range theory of service ecosystem institutions by developing a typology. This typology is empirically examined in a healthcare context.
Oana Maria Pop; Sara Leroi-Werelds; Nadine Roijakkers; Tor W. Andreassen. Institutional types and institutional change in healthcare ecosystems. Journal of Service Management 2018, 29, 593 -614.
AMA StyleOana Maria Pop, Sara Leroi-Werelds, Nadine Roijakkers, Tor W. Andreassen. Institutional types and institutional change in healthcare ecosystems. Journal of Service Management. 2018; 29 (4):593-614.
Chicago/Turabian StyleOana Maria Pop; Sara Leroi-Werelds; Nadine Roijakkers; Tor W. Andreassen. 2018. "Institutional types and institutional change in healthcare ecosystems." Journal of Service Management 29, no. 4: 593-614.
Firms need to innovate and develop dynamic capabilities to create a sustainable competitive advantage. Due to this pressure, firms in high-tech industries invest a high percentage of their revenues in innovation. Despite the vast number of innovation success stories, only one in five innovation projects reaches the market. It is important to understand the drivers of project termination as many firms make sizable investments in innovation and these drivers may have a significant impact on their innovation performance. Therefore, the earlier recognition of unfeasible projects would avoid continued investment and release resources that could be invested in more profitable projects. This paper investigates firm-level factors influencing the termination of innovation projects based on a sample of 4385 firms in the Czech Republic and Germany. We find that firm size, research and development activities, organizational agility, and the level of internationalization are positively associated with innovation project termination. Surprisingly, marketing innovation is also positively associated with project termination. Our results contribute to an improved understanding of why some firms are better at identifying unsuccessful projects (earlier) than others. Identifying generalizable factors provides complementary insights into project-level factors of project termination that can have a remarkable impact on the profitability and survival of firms.
Marek Vaculík; Annika Lorenz; Nadine Roijakkers; Wim Vanhaverbeke. Pulling the Plug? Investigating Firm-Level Drivers of Innovation Project Termination. IEEE Transactions on Engineering Management 2018, 66, 180 -192.
AMA StyleMarek Vaculík, Annika Lorenz, Nadine Roijakkers, Wim Vanhaverbeke. Pulling the Plug? Investigating Firm-Level Drivers of Innovation Project Termination. IEEE Transactions on Engineering Management. 2018; 66 (2):180-192.
Chicago/Turabian StyleMarek Vaculík; Annika Lorenz; Nadine Roijakkers; Wim Vanhaverbeke. 2018. "Pulling the Plug? Investigating Firm-Level Drivers of Innovation Project Termination." IEEE Transactions on Engineering Management 66, no. 2: 180-192.
Oana-Maria Pop; Nadine Roijakkers; Diana Rus; Marjolein Hins. The Link Between Entrepreneurial Attributes and SME Ecosystem Orchestration: A Case from the Dutch HR Services Industry. Researching Open Innovation in SMEs 2018, 347 -375.
AMA StyleOana-Maria Pop, Nadine Roijakkers, Diana Rus, Marjolein Hins. The Link Between Entrepreneurial Attributes and SME Ecosystem Orchestration: A Case from the Dutch HR Services Industry. Researching Open Innovation in SMEs. 2018; ():347-375.
Chicago/Turabian StyleOana-Maria Pop; Nadine Roijakkers; Diana Rus; Marjolein Hins. 2018. "The Link Between Entrepreneurial Attributes and SME Ecosystem Orchestration: A Case from the Dutch HR Services Industry." Researching Open Innovation in SMEs , no. : 347-375.
Wim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. BACK MATTER. Researching Open Innovation in SMEs 2018, 493 -501.
AMA StyleWim Vanhaverbeke, Federico Frattini, Nadine Roijakkers, Muhammad Usman. BACK MATTER. Researching Open Innovation in SMEs. 2018; ():493-501.
Chicago/Turabian StyleWim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. 2018. "BACK MATTER." Researching Open Innovation in SMEs , no. : 493-501.
Wim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. FRONT MATTER. Researching Open Innovation in SMEs 2018, 1 .
AMA StyleWim Vanhaverbeke, Federico Frattini, Nadine Roijakkers, Muhammad Usman. FRONT MATTER. Researching Open Innovation in SMEs. 2018; ():1.
Chicago/Turabian StyleWim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. 2018. "FRONT MATTER." Researching Open Innovation in SMEs , no. : 1.
This chapter provides a systematic review of the open innovation (OI) research carried out within the context of small and medium-sized enterprises (SMEs). The chapter should provide an accurate understanding of current literature about OI in SMEs, and it elaborates many future research avenues. The recent increase in the number of publications in this field shows that it has gained the attention of the academicians. The existing research shows that SMEs organize and manage OI in an entirely different way from large companies. SMEs get involved in OI based on their own strategic needs, and OI mechanisms have to be designed differently for SMEs. The chapter maps the research through Web of Science — Core Collection database. We investigated the “OI in SMEs” literature from January 2003 till June 2017. A total of 118 articles, eight book chapters, and six books are analyzed. The discussion is mainly categorized into six broad themes: adoption of OI, the benefits of OI, challenges, role of networking, sectoral patterns, and the role of policymaking. The chapter concludes with several avenues for future research in the field.
Muhammad Usman; Nadine Roijakkers; Wim Vanhaverbeke; Federico Frattini. A Systematic Review of the Literature on Open Innovation in SMEs. Researching Open Innovation in SMEs 2018, 3 -35.
AMA StyleMuhammad Usman, Nadine Roijakkers, Wim Vanhaverbeke, Federico Frattini. A Systematic Review of the Literature on Open Innovation in SMEs. Researching Open Innovation in SMEs. 2018; ():3-35.
Chicago/Turabian StyleMuhammad Usman; Nadine Roijakkers; Wim Vanhaverbeke; Federico Frattini. 2018. "A Systematic Review of the Literature on Open Innovation in SMEs." Researching Open Innovation in SMEs , no. : 3-35.
Firms need to innovate and develop dynamic capabilities to create a sustainable competitive advantage. Due to this pressure, firms in high-tech industries invest a high percentage of their revenues in innovation. Despite the vast amount of available innovation success stories, only one in five innovation projects will ever reach the market. It is important to understand the drivers of project termination as innovation expenditures embody a sizable investment for many firms, and may have a significant impact on firms’ innovation performance. Therefore, being able to recognize unfeasible projects (earlier) avoids continued investments and releases resources that can be invested in more profitable projects. This paper investigates firm-level factors determining the termination of innovation projects based on a sample of 4,385 firms in Czech Republic and Germany. We find that firm size, R&D activities, organizational agility, and the level of internationalization are positively associated with innovation project termination. Surprisingly, marketing innovation also positively associates with project termination. Our results contribute to a better understanding of why some firms are better at identifying unsuccessful projects (earlier) than others. Identifying generalizable factors provides complementary insights to project-level factors of project termination which can have a remarkable impact on firms’ profitability and survival.
Marek Mname Vacullk; Annika Mname Lorenz; Nadine Mname Roijakkers; Wim Mname Vanhaverbeke. Pulling the Plug? Investigating Firm-Level Determinants of Innovation Project Termination. SSRN Electronic Journal 2018, 1 .
AMA StyleMarek Mname Vacullk, Annika Mname Lorenz, Nadine Mname Roijakkers, Wim Mname Vanhaverbeke. Pulling the Plug? Investigating Firm-Level Determinants of Innovation Project Termination. SSRN Electronic Journal. 2018; ():1.
Chicago/Turabian StyleMarek Mname Vacullk; Annika Mname Lorenz; Nadine Mname Roijakkers; Wim Mname Vanhaverbeke. 2018. "Pulling the Plug? Investigating Firm-Level Determinants of Innovation Project Termination." SSRN Electronic Journal , no. : 1.
Frank Lambrechts; Wim Voordeckers; Nadine Roijakkers; Wim Vanhaverbeke. Exploring open innovation in entrepreneurial private family firms in low- and medium-technology industries. Organizational Dynamics 2017, 46, 244 -261.
AMA StyleFrank Lambrechts, Wim Voordeckers, Nadine Roijakkers, Wim Vanhaverbeke. Exploring open innovation in entrepreneurial private family firms in low- and medium-technology industries. Organizational Dynamics. 2017; 46 (4):244-261.
Chicago/Turabian StyleFrank Lambrechts; Wim Voordeckers; Nadine Roijakkers; Wim Vanhaverbeke. 2017. "Exploring open innovation in entrepreneurial private family firms in low- and medium-technology industries." Organizational Dynamics 46, no. 4: 244-261.
Wim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. Researching Open Innovation in SMEs. Researching Open Innovation in SMEs 2017, 1 .
AMA StyleWim Vanhaverbeke, Federico Frattini, Nadine Roijakkers, Muhammad Usman. Researching Open Innovation in SMEs. Researching Open Innovation in SMEs. 2017; ():1.
Chicago/Turabian StyleWim Vanhaverbeke; Federico Frattini; Nadine Roijakkers; Muhammad Usman. 2017. "Researching Open Innovation in SMEs." Researching Open Innovation in SMEs , no. : 1.
Companies that are experienced in open innovation integrate open innovation activities as part of their strategy. By contrast, open innovation research has not been adequately integrated into the strategy literature and vice versa. In this chapter, we discuss a number of existing strategy fields that offer inroads to connect open innovation to strategy. The need to connect open innovation to strategy is illustrated by describing how companies increasingly organize new business development projects through open innovation ecosystems where an increasing variety of partners do not only act as sources of innovative knowledge but also provide input to a joint strategizing process.
Wim Vanhaverbeke; Nadine Roijakkers; Annika Lorenz; Henry Chesbrough. The Importance of Connecting Open Innovation to Strategy. Strategy and Communication for Innovation 2017, 84, 3 -15.
AMA StyleWim Vanhaverbeke, Nadine Roijakkers, Annika Lorenz, Henry Chesbrough. The Importance of Connecting Open Innovation to Strategy. Strategy and Communication for Innovation. 2017; 84 ():3-15.
Chicago/Turabian StyleWim Vanhaverbeke; Nadine Roijakkers; Annika Lorenz; Henry Chesbrough. 2017. "The Importance of Connecting Open Innovation to Strategy." Strategy and Communication for Innovation 84, no. : 3-15.
This article considers the evolution of interfirm networks within a context of technological change. More specifically, it studies the evolution of structural and positional embeddedness in a network of technology-based alliances when it moves from an early period of invention creation to a subsequent period of new product development and commercialization. Empirically, we study the evolution of technology-based alliance networks in the biopharmaceutical industry over a period of about 25 years, from 1975 until 1999. Examining interorganizational networks over such an extended time period allows us to move beyond more static approaches that have characterized most network studies until now, and consider network evolution along its various phases of birth, growth, and early maturation instead. Our findings indicate that the evolution of both structural and positional embeddedness does not follow the common idea of a path of linear progression, but instead strongly exhibits nonlinearity by resembling a sigmoid pattern. These findings have a number of implications. First, the break in the process of linear progression contrasts with the standing literature that (implicitly) assumes the informational and resource value of a network structure to remain constant over time or to evolve linearly from carrying low value to progressively higher value. Instead, our finding that the evolution of structural and positional embeddedness is nonlinear echoes the speculative idea, as expressed by Gulati and Garguilo, that network change may possibly be nonlinear when seen over the long run. A second implication concerns the validity of standing insights from the social network literature such as Coleman's theory of social capital and Burt's theory of structural holes. These theories may not apply to the extent that there are strong changes in environmental conditions like environmental uncertainty and/or munificence, such as during a transition phase as considered in this study.
Victor Gilsing; Myriam Cloodt; Nadine Roijakkers. From Birth through Transition to Maturation: The Evolution of Technology-Based Alliance Networks. Journal of Product Innovation Management 2015, 33, 181 -200.
AMA StyleVictor Gilsing, Myriam Cloodt, Nadine Roijakkers. From Birth through Transition to Maturation: The Evolution of Technology-Based Alliance Networks. Journal of Product Innovation Management. 2015; 33 (2):181-200.
Chicago/Turabian StyleVictor Gilsing; Myriam Cloodt; Nadine Roijakkers. 2015. "From Birth through Transition to Maturation: The Evolution of Technology-Based Alliance Networks." Journal of Product Innovation Management 33, no. 2: 181-200.
Wim Vanhaverbeke; Nadine Roijakkers. Open Innovation. Wiley Encyclopedia of Management 2015, 1 -6.
AMA StyleWim Vanhaverbeke, Nadine Roijakkers. Open Innovation. Wiley Encyclopedia of Management. 2015; ():1-6.
Chicago/Turabian StyleWim Vanhaverbeke; Nadine Roijakkers. 2015. "Open Innovation." Wiley Encyclopedia of Management , no. : 1-6.
Palgrave Macmillan is a global academic and business publisher, serving learning and scholarship in the academic and professional worlds. We publish journals, textbooks, monographs and professional and reference works in print and online. Our programme focuses on Business, the wider Social Sciences and the Humanities.
Nadine Roijakkers; John Bell; Wimâ Vanhaverbeke Jaco Fok. Open Innovation through R&D Partnerships. Open Innovation through Strategic Alliances 2014, 1 .
AMA StyleNadine Roijakkers, John Bell, Wimâ Vanhaverbeke Jaco Fok. Open Innovation through R&D Partnerships. Open Innovation through Strategic Alliances. 2014; ():1.
Chicago/Turabian StyleNadine Roijakkers; John Bell; Wimâ Vanhaverbeke Jaco Fok. 2014. "Open Innovation through R&D Partnerships." Open Innovation through Strategic Alliances , no. : 1.