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SPECIAL ISSUE OF INDUSTRIAL MARKETING MANAGEMENT ON

Knowledge Management and Innovation in Knowledge-Based and High-Tech Industrial Markets

Guest Editor
Gregorio Martín-de Castro
Associate Professor and Researcher, Ikujiro Nonaka Centre for Knowledge and Innovation, CUNEF Business School, Complutense University of Madrid, Spain

Deadline February 15, 2013

Purpose of the special issue

Knowledge Economy and Society (Grant, 1996; Dean and Kretsmer, 2007) is characterized by the economic globalization, advances of the technological domains, the progressive primacy of knowledge-intensive and technology-based industrial markets (Lancioni and Chandran, 2009), accelerated product cycles, and changes in the customer’s needs and preferences. In this new competitive arena, knowledge and intellectual assets are emerging as the new key production factors, replacing the other ones – land, labour, and capital- in explaining firm’s survival and competitive advantage (Martín-de Castro et al., 2011). In this new competitive arena, one of the best ways for reaching firm competitive advantage position comes directly from continuous innovations.

As Subramaniam and Youndt (2005) state, the firm innovative capability depends very closely on the intellectual assets and knowledge that it possesses, as well as on its ability to deploy them, viewing the innovation process as the most knowledge-intensive business process (Nonaka and Takeuchi, 1995). Nevertheless, in industrial markets firms should rely on external relationships and networks in order to complement their knowledge base and develop innovations in an better effective way. In this sense, as Athaide and Zhang (2011) or Huggins (2010) remark, the seller-buyer and interfirm network interactions are essential in new product development in technology-based industrial markets. This reasoning reflects a new innovation approach or ‘an open innovation view’ (Chesborough, 2003), where firm’s knowledge management for innovation, which considers knowledge and intellectual capital exploration, retention, and exploitation, are inside and outside firm’s boundaries (Lichtenthaler, 2009). In order to understand knowledge management and innovation processes in industrial markets, concepts embodied as social capital, absorptive capacity, open innovation business models, interfirm networks, or relational learning, are key ones in order to explore the increased complex knowledge management, innovation process, and competitive advantage in knowledge-intensive and Technology-based industrial markets (Chen, Lin, and Chang, 2009).

In this sense, and taking into account previous arguments as a general guide, a list of possible key topics have been arisen in this Industrial Marketing Management special issue:

• Dynamics of industrial markets for knowledge assets and intellectual capital.
• Knowledge management and product innovation in vertical (suppliers-customers) knowledge-based and high-tech industrial markets.
• Knowledge management and organizational learning in competitive industrial markets. Learning from your competitors.
• Open innovation in knowledge-intensive and high-technology industrial markets.
• Absorptive capacity and open innovation in industrial markets.
• Social capital, intellectual capital and collaborative inter-firm innovations in knowledge-based and high-tech industrial markets.

References

Athaide, G.; Zang, J. (2011). The Determinants of Seller-Buyer Interactions During New Product Development in Technology-Based Industrial Markets. The Journal of Product Innovation Management, sup. 1 28, 146-158.

Chen, Y.; Lin, M-J.; chang, C-H. (2009). The Positive Effect of Relationship Learning and Absorptive Capacity on Innovation Performance and Competitive Advantage in Industrial Markets. Industrial Marketing Management, 38, 152-158.

Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.

Dean, A.; Kretschmer, M. (2007). Can Ideas be Capital? Factors of Production in the Postindustrial Economy: A Review and Critique. Academy of Management Review, 32, 573-594.

Grant, R.M. (1996). Toward a Knowledge-based Theory of the Firm. Strategic Management Journal, 17, 109-122.

Huggins, R. (2010). Forms of Network Resource: Knowledge Access and the Role of Inter-firm Networks. International Journal of Management Reviews, 12 (3), 335-352.

Lancioni, R.; Chandran, R. (2009). Managing Knowledge in Industrial Markets: New Dimmensions and Challenges. Industrial Marketing Management, 38, 148-151.

Lichtenthaler, U. (2009). Absorptive Capacity, Environmental Turbulence, and the Complementarity of Organizational Learning Processes. Academy of Management Journal, 52, 822-846.

Martín-de Castro, G.; Delgado-Verde, M.; Navas-López, J.E.; López Sáez, P. (2011). Towards An Intellectual Capital-Based View of the Firm. Origins and Nature. Journal of Business Ethics, 98, 649-662.

Nonaka, I.; Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, New York: Oxford University Press.

Subramaniam, M.; Youndt, M.A. (2005). The Influence of Intellectual Capital on the Types of Innovative Capabilities. Academy of Management Journal, 48, 450-463.

Paper submission and review process

Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication elsewhere. Submissions should be between 6,000 and no more than 7,000 words in length. Copies should be submitted via email MS Word attachment (in one file including all figures and tables, please do not submit a Word file with “track changes” active or a PDF file) to the corresponding guest editor (gregorio.martin@ccee.ucm.es) as well as the IMM office (plaplaca@journalimm.com). Please indicate the paper is for the special issue on Knowledge Management and Innovation in Industrial Markets. The first page must contain the title of the paper and the names and contact details of all authors. For additional guidelines, see “Notes for Contributors” from a recent issue of Industrial Marketing Management, or visit:

.

Papers not complying with the notes for contributors or poorly written will be desk rejected.

Suitable articles will be subjected to a double-blind review; hence, authors must not identify themselves in the body of their paper.

Guest Editor

Corresponding Editor (please direct all correspondence and submissions to the corresponding editor) Gregorio Martín-de Castro, Associate Professor in Management at Complutense University of Madrid, and Principal Investigator at Nonaka Centre, CUNEF Business School, Madrid, Campus de Somosaguas, s/n, 28223 Pozuelo-Madrid (Spain). gregorio.martin@ccee.ucm.es

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