Abstract
This study examines how European food companies can operationally leverage the value created by strategic alliances into commercially viable products. More importantly, it emphasizes that the effects of alliance portfolio diversity (APD) on radical innovation performance can be achieved not only directly, but also via moderating roles, that is, the firm’s social capital and the level of competitiveness of the country. Using three waves of the European Community Innovation Survey, our results show that the optimal level of APD varied depending on the industry in which the company operates (food manufacturing industry vs. the rest of manufacturing industries). Furthermore, social capital seems to be a crucial factor to mitigate the difficulties of leveraging very diverse knowledge from partners, especially in the food manufacturing industry. Moreover, the external environmental context where the firm is operating, measured as the growth competitive index that reflects the competitive level of the country, was shown to have an influence on the firms’ innovative efforts.[EconLit Citations: M10, 013, 036].
Agribusiness, EarlyView. RESEARCH ARTICLE
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