Complementarities between technological and non-technological innovation are crucial determinants of firm performance. Although innovation complementarity has been extensively tested in the empirical literature, it has not been analysed in conjunction with innovation persistence. This fact is mainly due to the lack of data sets able to provide adequate longitudinal information. The capacities to develop market-oriented behaviour and introduce new organisational innovations, together with technological innovation, are the drivers of a firm’s productivity and profitability. We find that these activities complement technological innovation and that their impact is greater when they persist over time, thus introducing a more general concept of innovation persistence. We present an empirical model based on a large new panel of Italian manufacturing firms covering the period 2000–2012 which enables us to determine the precise impacts of a firm’s innovative attitude, in a broad definition that incorporates non-technological innovation and persistence, on its productivity and profitability.

Bartoloni, E., Baussola, M., Driving business performance: innovation complementarities and persistence patterns, <<INDUSTRY AND INNOVATION>>, 2018; 25 (5): 505-525. [doi:10.1080/13662716.2017.1327843] [http://hdl.handle.net/10807/122091]

Driving business performance: innovation complementarities and persistence patterns

Bartoloni, Eleonora;Baussola, Maurizio
2018

Abstract

Complementarities between technological and non-technological innovation are crucial determinants of firm performance. Although innovation complementarity has been extensively tested in the empirical literature, it has not been analysed in conjunction with innovation persistence. This fact is mainly due to the lack of data sets able to provide adequate longitudinal information. The capacities to develop market-oriented behaviour and introduce new organisational innovations, together with technological innovation, are the drivers of a firm’s productivity and profitability. We find that these activities complement technological innovation and that their impact is greater when they persist over time, thus introducing a more general concept of innovation persistence. We present an empirical model based on a large new panel of Italian manufacturing firms covering the period 2000–2012 which enables us to determine the precise impacts of a firm’s innovative attitude, in a broad definition that incorporates non-technological innovation and persistence, on its productivity and profitability.
Inglese
Bartoloni, E., Baussola, M., Driving business performance: innovation complementarities and persistence patterns, <<INDUSTRY AND INNOVATION>>, 2018; 25 (5): 505-525. [doi:10.1080/13662716.2017.1327843] [http://hdl.handle.net/10807/122091]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/122091
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