- International Journal of Entrepreneurship and Innovation Management
Vol 8, No 2, 2008
Special Issue on FDI and Competitiveness in New Member Countries of the EU.
Guest Editor: Dr. Ruth Rama, Research Professor, Instituto de Economia y
Geografia, CSIC, Pinar 25, 28006 Madrid, SPAIN
"Foreign direct investment in Central, Eastern and South Eastern Europe: an
'eclectic' approach to Greek investments"
Carmen Stoian, Fragkiskos Filippaios
Abstract: During the last decade Greece has emerged as one of the largest
investors in the Central and Eastern and South Eastern European Countries
(CESEEC). This is the first paper to empirically evaluate the determinants
of this investment and of the entry mode decisions of Greek firms
participating in the Athens Stock Exchange. The main aim of the paper is to
investigate foreign direct investment determinants using Dunning’s eclectic
paradigm. Our results offer strong support to the eclectic framework and
suggest that it is the interrelation of ownership and institutional
locational advantages that can explain foreign investment activity.
Keywords: FDI; foreign direct investment; eclectic framework; Greece; modes
of entry; Central Eastern and South Eastern countries; CESEC.
Full Text Paper (PDF)
- International Journal of Technology Management
IJTM, Vol 44, No. 1/2, 2008
"Allocating resources to disruptive innovation
projects: challenging mental models and overcoming
management resistance"
Fiona Lettice, Peter Thomond
Abstract: This research, based on four in-depth case studies, probes an
overlooked unit of analysis in innovation management literature, namely,
management action and cognition, and offers a new qualitative contribution
into resource allocation approaches that support radical innovation. The
interpretivist approach revealed that a management team’s resource and path
dependencies and prevailing mental models underpin resource allocation
routines, which prevent managers from pursuing radical innovations. Of
particular interest were the innovations that disrupt and re-shape the existing
terms of economic engagement in established industries. It was found that
managers with restrictive mental models will adopt up to five disruptive
innovation rejection strategies: rewarding incrementalism; ignoring the positive
aspects of disruptive innovations; focusing on historical perceptions of success;
creating perceptions of success with high effort; and holding beliefs in the face
of disconfirming information. Initial longitudinal data suggests that rejection
strategies can be overcome with holistic portfolio approaches.
Keywords: disruptive innovation; funding routines; portfolio management.
Full Text Paper (PDF))
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