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• W70795302 abstract "Purpose - Companies and the economy in general thrive on innovations, either in the form of new products, newmaterials or new processes. The incentive for generating these innovations appears to be clear, because they areassociated with increased profits for the developing companies. If competitors would be able to easily tap-in tosome or all of these benefits created by an innovation, through imitation, the incentive for innovators to come upwith innovations would be decreased or nullified. Process innovations and their imitations are generally morelatent, and infringement of intellectual property rights is therefore harder to observe. It is therefore expected thatcompanies who do develop process innovations, generate alternative barriers to imitation, in order to appropriatetheir investments. These alternative barriers to imitation tend to not be based on legislation, but originate as aresult of a discrepancy in resource orchestration in both firms. This study therefore aims to explore therelationship between the creation of imitation barriers and the orchestration of resources in different processinnovation contexts, with a specific focus on the development and diffusion trajectory of those innovations.Approach - This study is based on extensive literature research concerning the concepts of imitation barriers,resource orchestration and process innovation context. The developed theoretical framework was used to analysea sample of ten cases in which a company developed and commercialised a process innovation. Data on thesecompanies was generated by using an extensive questionnaire, developed by PwC, on resource orchestrationduring development and diffusion, involvement of stakeholders and factor mapping of success factors andbarriers. In-case analysis per case and subsequent cross-case analysis of within group similarities coupled withinter-group differences was performed to unravel the relationship between the different concepts. Listing of subtledifferences within case groups, clarified which relationships were exactly found and whether cases could possibleby grouped based on other factors.Findings - The study shows that the relationship between resource orchestration, imitation barriers and processinnovation context is nuanced and changes per individual case. Some relationships appear to hold for the wholesample. Firm characteristics always directly influence the orchestration of resources in a firm. Resourceorchestration always directly influences the generated imitation barriers. Some imitation barriers in turn alsoinfluence subsequent resource orchestration, after they have been created. The relationship between theorchestration of resources and the generated imitation barriers can be mediated by both the characteristics of theinnovation and the company’s meso and macro contextual factors. Cross-case analysis shows that certain types ofimitation barriers are clearly associated with particular types of innovations. The process innovationcharacteristics are established as a result of the orchestration of resources and most of the time also by factorsfrom the company’s meso and macro context. Finally, factors from the company’s meso and macro context canalso directly generate imitation barriers. This was particularly the case for willingness barriers.Value - This study contributes to existing theory on this topic in different ways. First, it contributes to a deeperunderstanding of how imitation barriers deter competitors from imitation in practice. Secondly, it sheds light onthe largely disregarded cognitive and willingness barriers to imitation and how these are effected by resourceorchestration. Third, it highlights the largely neglected situation for start-ups and SMEs in creating imitationbarriers. Fourth, it comes up with the notion of configurations of imitation barriers. Empirical evidence in thisstudy shows that certain innovation types are more compatible with certain reinforcing sets of imitation barriers.Finally, this study puts specific emphasis on the domain of process innovations, which according to literaturebenefit most from unconventional barriers to imitation.Next steps - Policymakers should consider the limitations and hindrances that especially small firms face whenacquiring patents on their process innovations. Moreover, subsidy programmes should be made more accessiblefor companies lacking a patent. Managers developing process innovations should focus on their core competencesand seek cooperation for everything else. This study shows that open innovation practices, in which eithercustomers or suppliers participate in development, not only contribute to quality of the innovation, but alsofacilitate some of the key imitation barriers. Furthermore, analysis shows that imitation barriers are only seldomcreated randomly. Managers are therefore advised to come up with a clear strategy for the creation of imitationbarriers, at the start of the development trajectory. As most resource orchestration actions simultaneously affectprocess development and imitation barrier creation, both strategies should be made to fit with each other. Ideally,imitation barriers are in place at the point of implementation or market entry of the process innovation. Finally,some types of process innovations are inherently more compatible with particular configurations of imitationbarriers. Managers should identify opportunities for creating imitation barrier early on in the developmentprocess. This way a strong configuration of mutually supportive imitation barriers can be established, whichpotential imitators will find hard to overcome." @default.
• W70795302 created "2016-06-24" @default.
• W70795302 creator A5082014740 @default.
• W70795302 date "2012-01-01" @default.
• W70795302 modified "2023-09-26" @default.
• W70795302 title "Innovation and Imitation Barriers: the relationship between resource orchestration, imitation barriers for differentprocess innovation contexts" @default.
• W70795302 hasPublicationYear "2012" @default.
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