MARC 主機 00000nam  2200385   4500 
001    AAI3418317 
005    20120402082600.5 
008    120402s2010    ||||||||||||||||| ||eng d 
020    9781124165707 
035    (UMI)AAI3418317 
040    UMI|cUMI 
100 1  Dahlin, Eric Carl 
245 10 Navigating the stages of innovation: A study of the U.S. 
       biotechnology industry 
300    176 p 
500    Source: Dissertation Abstracts International, Volume: 71-
       09, Section: A, page: 3442 
500    Adviser: David Knoke 
502    Thesis (Ph.D.)--University of Minnesota, 2010 
520    My dissertation takes a broad view of innovation by 
       investigating product success among U.S. biotechnology 
       firms across various stages of innovation including 
       product discovery, product development, and product 
       success. Current explanations of biotechnology product 
       success examine one or two stages of innovation and 
       underscore the importance of strategic alliances. However,
       current explanations are incomplete. First, they fail to 
       examine whether their explanations hold across the entire 
       innovation process. Second, estimates suggest that up to 
       70% of strategic alliances fail to meet their objectives 
       (Kale and Singh 2009) and product develop remains very 
       costly despite the high incidence of alliances in the 
       biotechnology industry. I propose that success across the 
       stages of innovation is associated with the scope of 
       learning that occurs within the firm, among strategic 
       alliance partners, and from a focal firm's network. That 
       is, product discovery is associated with learning within 
       the firm, product development is associated with learning 
       among strategic alliance partners, and product success is 
       associated with learning from the firm's overall network 
520    While entering strategic alliances to pool resources to 
       defray the costs of innovation is likely a necessary 
       condition for innovation success current research 
       overlooks the role of product development strategies. In 
       this study I examine product development strategies that 
       influence the likelihood of innovation success including 
       exploration, exploitation, and ambidexterity (i.e., the 
       simultaneous pursuit of exploration and exploitation 
       strategies). Moreover, findings from interviews with 
       executives in biotechnology firms provide insight into the
       strategies firms use to develop new drugs and evaluate 
       them at various stages of innovation 
520    Results from regression models support the general 
       proposition that success at different stages of innovation
       varies with the scope of learning. Learning at the 
       organizational-level (firm age and absorptive capacity) is
       likely to increase success at the discovery stage. 
       Alliance partnerships are sources of learning (research 
       alliance and development alliances) that affect product 
       development. Network-level learning (network centrality 
       and network experience) influences sales growth, but only 
       for smaller firms in my sample. I also find that 
       ambidexterity product development strategies are 
       statistically significant predictors of success at each 
       stage of innovation 
590    School code: 0130 
650  4 Business Administration, Management 
650  4 Sociology, Organizational 
690    0454 
690    0703 
710 2  University of Minnesota.|bSociology 
773 0  |tDissertation Abstracts International|g71-09A 
856 40 |u