Special on issue on Interfirm relationships in Russia: responding to new challenges

Citation

(2012), "Special on issue on Interfirm relationships in Russia: responding to new challenges", Journal of Business & Industrial Marketing, Vol. 27 No. 4. https://doi.org/10.1108/jbim.2012.08027daa.001

Special on issue on Interfirm relationships in Russia: responding to new challenges

Article Type: Call for papers From: Journal of Business & Industrial Marketing, Volume 27, Issue 4

The corporate importance of innovation is well documented, which has encouraged much research into activities for developing and launching successful new products (e.g. Brown and Eisenhardt, 1995; Hart et al., 2004; Montoya-Weiss and Calantone, 1994; Henard and Szymanski, 2001; Cooper and Kleinschmidt, 2007). An important distinction drawn within this literature surrounds the innovativeness of the development; between incremental innovations, which maintain the status quo, and radical innovations, which are more disruptive and potentially have a much more dramatic impact on competing firms and the marketplace (Tellis et al., 2009; Srinivasan et al., 2002). Moreover, research suggests that key differences exist between incremental and radical innovation practices, in relation to management, processes, structures, people, competences and network participants (e.g. Athaide et al., 1996; Leifer et al., 2000; Pittaway et al., 2004; Rice et al., 2002; Salomo et al., 2007; Song and Montoya-Weiss, 1998; Story et al., 2009; Thieme et al., 2003; Veryzer, 1998). However, much research in this area is still focused on more incremental innovation. This is incongruous with the impact that radical innovation can have due to its paradigm-shifting characteristics and the benefits that can accrue for firms from launching successful radical innovations, such as: securing market growth; dominating world markets; and improving the international competitiveness of their home economies (Atuahene-Gima, 2005; Sorescu et al., 2003; Tellis and Golder, 2001).

Relationships and networks form the backbone of business and industrial marketing in both traditional and more technically based markets (Håkansson, 1982; Håkansson and Lundgren, 1995, Håkansson et al., 2009). This is particularly true when examining innovation activity, as few firms have the capability to develop innovations internally; success often involves the transfer of resources between individual actors and organisations (e.g. Pittaway et al., 2004; Rice et al., 2002; Story et al., 2009). Whilst much is known about how incremental innovation occurs within stable partnerships, it is clear that the insights generated from this research have proven difficult to translate to radical innovation, where success is predicated on the search for and acquisition of diverse knowledge (Kelley et al., 2009), can involve both new technological investments (Herrmann et al., 2009) and new relationship investments (Story et al., 2009), and can often require actors to operate outside their technical and informational comfort zones (Gnyawali and Madhavan, 2001; Powell et al., 2005).

Given the centrality of RI to contemporary discourse around growth, sustainability, and competitive advantage, it is vital that the research community generates a deeper understanding of the value of relationships, networks and interactions for the development of radical innovations.

Papers from academics and practitioners in the area are welcomed. Papers that take an inter-disciplinary approach to the role of relationships and networks in radical innovation are also encouraged. Contributions to this special issue should present new theories or research into relationships, networks and interactions in radical innovation in business-to-business and industrial contexts. All types of research study, including quantitative and qualitative analysis, case studies, conceptual and empirical research, are welcomed.

The following themes represent some topics which are of particular interest to the overall focus of the special issue:

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  Radical innovation in both manufacturing and service contexts

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  Relationship dynamics associated with radical innovation

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  Networks involved in radical innovation

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  Innovation driven by external parties, e.g. customers, suppliers, users

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  Coordination of activities and resources across boundaries during radical innovation

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  The role of boundary spanners in supporting radical innovation

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  Management issues relating to radical innovation in networks and relationships

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  Resource mobilisation

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  Characteristics of successful relationship development in a radical innovation context

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  Do particular business networks support the development of radical innovations?

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  Whether tightly coupled or loosely coupled networks yield stronger radical innovation outcomes

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  To what extent is it important for customers to be involved in the development of radical innovations?

Paper submission and review process

Deadline for submission of papers: 1 October 2012

Guest Editors

Dr Judy ZolkiewskiSenior Lecturer in Marketing, Manchester Business School, Booth Street West, Manchester, UK M15 6PB

Dr Vicky StoryLecturer in Marketing, Nottingham University Business School, Jubilee Campus, Wollaton Road, Nottingham, UK NG8 1BBTel. +44 (0)115 846 6192E-mail: Vicky.Story@nottingham.ac.uk

Dr Jamie BurtonLecturer in Marketing, Manchester Business School, Booth Street West, Manchester, UK M15 6PB