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International Journal of Technology Management, Volume 67
Volume 67, Number 1, 2015
- Jin Chen, Xiaoting Zhao, Yuandi Wang:
A new measurement of intellectual capital and its impact on innovation performance in an open innovation paradigm. 1-25 - Barry Shore, Giuseppe Zollo:
Managing large-scale science and technology projects at the edge of knowledge: the Manhattan Project as a learning organisation. 26-46 - Li Cai, Xiaoyu Yu
, Qing Liu, Bang Nguyen
Radical innovation, market orientation, and risk-taking in Chinese new ventures: an exploratory study. 47-76 - Xiaobo Wu, Wei Dou, Jian Du, Yuanlin Jiang:
Production network positions, innovation orientation and environmental dynamics: an empirical analysis of Chinese firms. 77-102
Volume 67, Numbers 2/3/4, 2015
- Yongrae Cho, Euiseok Kim
Strategy transformation under technological convergence: evidence from the printed electronics industry. 106-131 - Sreenivasan Jayashree, Xu Yang:
Firm's typology and strategic innovation among Chinese cosmetic industry - a strategic transformation tool. 132-147 - Chen-Ju Lin, Ching-Chou Chen:
The responsive-integrative framework, outside-in and inside-out mechanisms and ambidextrous innovations. 148-173 - Shu-pei Tsai:
Dynamic marketing capabilities and radical innovation commercialisation. 174-195 - Nivedita Agarwal, Alexander Brem
Strategic business transformation through technology convergence: implications from General Electric's industrial internet initiative. 196-214 - Wen-Chih Liao, Chun-Chou Tseng, Mei Hsiu-Ching Ho:
The effects of integrating innovative resources on organisational performance: the moderating role of innovation life cycle. 215-244 - Mohamed A. Youssef, Eyad M. Youssef:
The synergisitic impact of time-based technologies on manufacturing competitive priorities. 245-268 - Jungin Kim, Sooyoung Kim, Hyunseok Park:
Factors affecting product innovation performance according to dynamics of environment: evidence from Korean high-tech enterprises in manufacturing sector. 269-288 - Tomoatsu Shibata, Mitsuru Kodama
Managing the change of strategy from customisation to product platform: case of Mabuchi Motors, a leading DC motor manufacturer. 289-305
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