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Der Artikel enthält einen Bericht über eine empirische Untersuchung der Determinanten des Innovationsprozesses in der amerikanischen Nahrungsmittelindustrie (befragt wurden 54 Firmen) und diskutiert, durch welche staatliche Maßnahmen Innovationsprozesse gefördert werden können. (IAB)

ABSTRACTAn evolutionary model of the development of the process segment of a firm is reviewed and the degree to which this model is appropriate for description of the innovation process in transportation firms is evaluated. In a sample of thirty‐four transportation innovations it was found that: (1) transportation firms in stage I of the evolution of the productive segment are more likely to adopt service innovations, while firms in stage III are more likely to adopt innovations designed to improve the process (p < .05); (2) no statistically significant results were found to support the hypothesis that stage I transportation firms originate more innovations than stage III firms, although the results were in the predicted direction (.10 < p < .15); (3) stage I transportation firms are more likely to adopt or consider for adoption lower‐cost innovations than stage III firms (p < .05), which is contrary to the hypothesized direction of this relationship. It was also found that transportation firms tend to originate new service innovations but adopt new process innovations (p < .05), regardless of stage of development. It was concluded that it would be premature to eliminate the model as a candidate for further empirical testing. Problems and possible revision of the model are discussed.

ABSTRACTHypotheses were developed to capture the dynamic capabilities that result from interfirm partnerships during the joint new product development (NPD) process—the ability to build, integrate, and reconfigure existing resources to adapt to rapidly changing environments. These capabilities, in turn, were proposed to have a positive impact on NPD performance outcomes: (a) proportion of new product success and (b) superior new product commercialization. In contexts where the locus of innovation is rapidly changing, the impact of interfirm NPD dynamic capabilities was hypothesized to be diminished in high‐technology contexts, especially for buyers (original equipment manufacturers) and to a lesser extent for suppliers. Still, technology‐based interfirm NPD partnerships were predicted to ultimately outperform low‐technology ones in both NPD performance outcomes. Finally, information technology (IT) support for NPD was hypothesized to influence the interfirm NPD partnership's dynamic capabilities. Using survey data from 72 auto company managers and their suppliers, the proposed model in which IT support for NPD influences the success of interfirm NPD partnerships through the mediating role of interfirm NPD partnership dynamic capabilities in high‐ and low‐technology contexts was generally supported. The results shed light on the nature of technology‐based interfirm NPD partnerships and have implications for their success. Theoretical and managerial implications are discussed.

Interest in supply chain management has been escalating during the last decade. Using a large sample of durable goods firms located in all major regions of the world, we extend two theoretical perspectives, namely the resource‐based view and the transaction cost economics view of the firm, to better understand the issues behind global sourcing. Both theory extensions were supported in separate by statistically significant regression results. Then, pooling predictors to represent both models together, these measures independently increase the odds of predicting global sourcing. For example, building of a firm's technological capabilities that was captured through the levels of its R&D intensity, and percentage of revenue it generated from its new products was directly related to the increased levels of a firm's global sourcing. Transaction costs (e.g. vertical integration, inversely related; length of frozen schedules, directly related) also emerged as a significant predictor of the level of global sourcing undertaken by a firm. This suggests that firms have two alternative ways to globalize operations supply, and raises the interesting question of whether or not these two strategies might operate simultaneously.