Researchers Examine Social Capital in New Product Development Scholarship
Researchers at the Fogelman College are using agent based modeling simulation to better
understand the role of social capital and social networks in the publishing productivity
of scholars in innovation management.
This study builds on a previous study which found that two types of collaboration
strategies, brokerage and closure, are useful in creating social capital structures
that promote scholarly productivity. In the current study the team is creating and
executing agent based modeling simulations and analyzing the results to better understand
the role of collaboration strategies in scholarly productivity.
Specifically, some of the questions the researchers seek to answer include: What
is the relationship between the number and kinds of ‘strategic’ agents and the overall
quality of publications in a field? What is the threshold level of ‘strategic’ agents
needed to significantly improve the quality of publications in the field? Is there
a threshold number of ‘strategic’ agents where the quality of publications is maximized?
What are the relative differences in performance across collaboration strategies?
What opportunities are present within the current network of new product development
The research team includes Jeff Thieme (email@example.com) and Mehdi Amini of the Marketing and Supply Chain Management Department.
Six-Year Study Examines the Impact of the Level and Timing of Market Intelligence
Acquisition on Radical Innovation Projects in the Business Community
Researchers are examining how firms engaged in radical innovation can manage the level
as well as the timing of market intelligence acquisition to build competitive advantage
and improve the likelihood of success.
The research team has broken down the radical innovation process into a four-stage
process, and they are analyzing how innovators manage market intelligence acquisition
activities across each of the stages, including the moderating effect of market turbulence.
Empirical results from 239 radical innovation projects provide strong support for
the researchers’ model, but they also reveal several surprising results that resolve
conflict in the literature. The team found that market intelligence gathering activities
in radical innovation are useful only in the product design and product commercialization
stages. They also determined that under conditions of high market turbulence, early
market intelligence acquisition has negative effects on performance, but when market
turbulence is low, it is beneficial to acquire market intelligence in the early stage
of the process.
The research team includes Jeff Thieme (firstname.lastname@example.org) from the Department of Marketing and Supply Chain Management at the University of
Memphis Fogelman College of Business & Economics and Michael Song of the University
of Missouri-Kansas City.
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