This page has only limited features, please log in for full access.
Dr. Koen Dittrich has worked as researcher at NYFER, as scientific researcher at TNO and as Lector (Professor) Vital Agribusiness via Circular Process and Production Chains at Aeres University of Applied Sciences Dronten. Currently I am appointed as Lector (Professor) Circular Economy at Research Centre Business Innovation of Rotterdam University of Applied Sciences and Assistant Professor Management of Innovation at Rotterdam School of Management, Erasmus University. My research interests include open innovation, (sustainable) business model innovation, co-creation, R&D collaboration, biobased economy and circular economy. Dittrich has (co)authored many chapters in various books on R&D collaboration and innovation management, and published articles in Marketing Letters, Research Policy, Small Business Economics, The Journal of Product Innovation Management, Industry & Innovation and Industrial Marketing Management.Dittrich has been teaching various courses on Innovation Management, R&D collaboration and Entrepreneurship for bachelor, master and post-experience programs.
This article analyses how firms use events and trade fairs for external knowledge sourcing, which barriers emerge and how event organisers strategically mediate and influence those processes. The research setting focuses on two major automotive events in Shanghai, highlighting that knowledge sourcing in these events do complement other types of knowledge accessed in permanent ‘sites’ and organisational configurations, such as in clusters and through joint-ventures. Firms use automotive events to access buzz, to monitor other firms and to explore options for new collaborations. Yet, it is also argued that a focus on existing relations, the defensive strategies deployed by lead firms and the intrinsic complexity of exhibited technologies hinder the process of knowledge sourcing that is influenced by event organisers’ content, matchmaking and access policies.
Erwin Van Tuijl; Luís Carvalho; Koen Dittrich. Beyond the joint-venture: knowledge sourcing in Chinese automotive events. Industry and Innovation 2018, 25, 389 -407.
AMA StyleErwin Van Tuijl, Luís Carvalho, Koen Dittrich. Beyond the joint-venture: knowledge sourcing in Chinese automotive events. Industry and Innovation. 2018; 25 (4):389-407.
Chicago/Turabian StyleErwin Van Tuijl; Luís Carvalho; Koen Dittrich. 2018. "Beyond the joint-venture: knowledge sourcing in Chinese automotive events." Industry and Innovation 25, no. 4: 389-407.
Erwin Van Tuijl; Koen Dittrich; Jan Van Der Borg. Upgrading of Symbolic and Synthetic Knowledge Bases: Evidence from the Chinese Automotive and Construction Industries. Industry & Innovation 2016, 23, 276 -293.
AMA StyleErwin Van Tuijl, Koen Dittrich, Jan Van Der Borg. Upgrading of Symbolic and Synthetic Knowledge Bases: Evidence from the Chinese Automotive and Construction Industries. Industry & Innovation. 2016; 23 (3):276-293.
Chicago/Turabian StyleErwin Van Tuijl; Koen Dittrich; Jan Van Der Borg. 2016. "Upgrading of Symbolic and Synthetic Knowledge Bases: Evidence from the Chinese Automotive and Construction Industries." Industry & Innovation 23, no. 3: 276-293.
Veel kennis over en ervaringen met IGB en KT was tot op heden gefragmenteerd, verspreid over diverse onderzoeksgroepen in Nederland. In het door het RIVM gecoördineerde consortium i4i komt deze kennis en ervaringen bij elkaar. Negen onderzoeksgroepen werken samen aan zowel conceptuele verheldering als praktische onderzoeksinstrumenten voor IGB en KT-BOP. De samenwerkingspartners zijn: RIVM, Erasmus Universiteit Rotterdam, AMC, Vrije Universiteit Amsterdam, TNO, Wageningen Universiteit – GGD Noord- en Oost Gelderland, Universiteit van Tilburg, Erasmus MC en Universiteit Maastricht-GGD Zuid Limburg. Het consortium i4i heeft een doorlooptijd van september 2012 tot september 2014. Het eerste jaar is gewerkt aan de uitwerking van theoretische noties en bijbehorende kwalitatieve en kwantitatieve instrumenten. Het tweede jaar is vooral gericht op het toetsen hiervan op lokaal en regionaal niveau. Onderstaande tabel geeft een overzicht van de deelproje
Ilse Storm; Hans Van Oers; Maarten Kok; Roland Bal; Luuk Tubbing; Janneke Harting; Marleen Bekker; Maria Jansen; Koen Dittrich; Theo Paulussen. Consortium Instruments for integrated action (i4i). Tijdschrift voor gezondheidswetenschappen 2014, 92, 4 -6.
AMA StyleIlse Storm, Hans Van Oers, Maarten Kok, Roland Bal, Luuk Tubbing, Janneke Harting, Marleen Bekker, Maria Jansen, Koen Dittrich, Theo Paulussen. Consortium Instruments for integrated action (i4i). Tijdschrift voor gezondheidswetenschappen. 2014; 92 (1):4-6.
Chicago/Turabian StyleIlse Storm; Hans Van Oers; Maarten Kok; Roland Bal; Luuk Tubbing; Janneke Harting; Marleen Bekker; Maria Jansen; Koen Dittrich; Theo Paulussen. 2014. "Consortium Instruments for integrated action (i4i)." Tijdschrift voor gezondheidswetenschappen 92, no. 1: 4-6.
Erratum to: Market Lett DOI 10.1007/s11002-009-9074-5 In the original version of this article, Equation 4 was displayed incorrectly. The corrected version is given below. 4$$ = \sqrt {\begin{array}{*{20}c} {s_{1414} + DT^2 \times s_{1616} + PI^2 \times s_{1717} + DT^2 \times PI^2 \times s_{1818} + 2 \times DT \times s_{1416} } \hfill \\ { + 2 \times PI \times s_{1417} \, + 2 \times DT \times P \times s_{1418} + 2 \times DT \times PI \times s_{1617} + 2 \times PI} \hfill \\ { \times DT^2 \times s_{1618} + 2 \times PI^2 \times DT \times s_{1718} } \hfill \\ \end{array} } $$
Fred Langerak; Serge Rijsdijk; Koen Dittrich. Development time and new product sales: A contingency analysis of product innovativeness and price. Marketing Letters 2009, 20, 415 -415.
AMA StyleFred Langerak, Serge Rijsdijk, Koen Dittrich. Development time and new product sales: A contingency analysis of product innovativeness and price. Marketing Letters. 2009; 20 (4):415-415.
Chicago/Turabian StyleFred Langerak; Serge Rijsdijk; Koen Dittrich. 2009. "Development time and new product sales: A contingency analysis of product innovativeness and price." Marketing Letters 20, no. 4: 415-415.
Opposing theories and conflicting empirical results with regard to the effect of development time on new product sales suggest the need for a contingency analysis into factors affecting this relationship. This study uses a unique combination of accounting and perceptual data from 129 product development projects to test the combined contingency effect of product innovativeness and new product price on the relationship between development time and new product sales. The results show that for radically new products with short development times, price has no effect on new product sales. When the development time is long, price has a negative effect on the sales of radical new products. The findings additionally show that price has no effect on sales for incremental new products with short development times and a negative effect for incremental new products with long development times. Together, these findings shed new light on the relationship between development time and new product sales.
Fred Langerak; Serge Rijsdijk; Koen Dittrich. Development time and new product sales: A contingency analysis of product innovativeness and price. Marketing Letters 2009, 20, 399 -413.
AMA StyleFred Langerak, Serge Rijsdijk, Koen Dittrich. Development time and new product sales: A contingency analysis of product innovativeness and price. Marketing Letters. 2009; 20 (4):399-413.
Chicago/Turabian StyleFred Langerak; Serge Rijsdijk; Koen Dittrich. 2009. "Development time and new product sales: A contingency analysis of product innovativeness and price." Marketing Letters 20, no. 4: 399-413.
This paper aims to show that alliance networks can play an important role in facilitating large-scale strategic change projects. It focuses on the particular case of IBM, whose radical redirection from an exploitation strategy towards an exploration strategy was realized by major changes in its network strategy. We show that by involving new partners in the network and by loosening the ties with its existing partners, IBM managed to transform from a hardware manufacturing company to a global service provider and software company. The findings suggest that the traditional view of large firms as being slow to adapt may not be valid because alliance networks can be used to overcome inertia.
Koen Dittrich; Geert Duysters; Ard-Pieter de Man. Strategic repositioning by means of alliance networks: The case of IBM. Research Policy 2007, 36, 1496 -1511.
AMA StyleKoen Dittrich, Geert Duysters, Ard-Pieter de Man. Strategic repositioning by means of alliance networks: The case of IBM. Research Policy. 2007; 36 (10):1496-1511.
Chicago/Turabian StyleKoen Dittrich; Geert Duysters; Ard-Pieter de Man. 2007. "Strategic repositioning by means of alliance networks: The case of IBM." Research Policy 36, no. 10: 1496-1511.
The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985–2002. The research methodology is a combination of in‐depth semistructured interviews and a large‐scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable long‐term collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks.
Koen Dittrich; Gm Geert Duysters. Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile Telephony. Journal of Product Innovation Management 2007, 24, 510 -521.
AMA StyleKoen Dittrich, Gm Geert Duysters. Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile Telephony. Journal of Product Innovation Management. 2007; 24 (6):510-521.
Chicago/Turabian StyleKoen Dittrich; Gm Geert Duysters. 2007. "Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile Telephony." Journal of Product Innovation Management 24, no. 6: 510-521.
This paper introduces the topic of dealing with dualities, which is the theme of this special issue. We first give a short review of the notion of paradox and duality in management research. After this, we discuss the relevance of dualities for the IMP approach of analyzing industrial networks. Then, we briefly introduce the papers of and their relationship with the theme of this special issue. We conclude with some suggestions for future research.
Koen Dittrich; Ferdinand Jaspers; W Wendy Van Der Valk; Jyf Finn Wynstra. Dealing with dualities. Industrial Marketing Management 2006, 35, 792 -796.
AMA StyleKoen Dittrich, Ferdinand Jaspers, W Wendy Van Der Valk, Jyf Finn Wynstra. Dealing with dualities. Industrial Marketing Management. 2006; 35 (7):792-796.
Chicago/Turabian StyleKoen Dittrich; Ferdinand Jaspers; W Wendy Van Der Valk; Jyf Finn Wynstra. 2006. "Dealing with dualities." Industrial Marketing Management 35, no. 7: 792-796.
Koen Dittrich. Book Reviews. Organization Studies 2002, 23, 302 -305.
AMA StyleKoen Dittrich. Book Reviews. Organization Studies. 2002; 23 (2):302-305.
Chicago/Turabian StyleKoen Dittrich. 2002. "Book Reviews." Organization Studies 23, no. 2: 302-305.
Koen Dittrich; Tineke Egyedi. Theme issue on standards, compatibility and infrastructure development. Knowledge in Society 2001, 14, 5 -7.
AMA StyleKoen Dittrich, Tineke Egyedi. Theme issue on standards, compatibility and infrastructure development. Knowledge in Society. 2001; 14 (3):5-7.
Chicago/Turabian StyleKoen Dittrich; Tineke Egyedi. 2001. "Theme issue on standards, compatibility and infrastructure development." Knowledge in Society 14, no. 3: 5-7.