Sustainable strategic investment decision-making practices in UK companies: The influence of governance mechanisms on synergy between industry 4.0 and circular economy

Firms can earn rents not only from their own intangible assets (FIAs), but also from the intangible assets of their owner organizations (OIAs). Although the literature has established that rent creation from FIAs depends on the quality of institutions, it remains unclear how institutional quality influences rents from OIAs. This study examines how the rents from OIAs and FIAs change when they are deployed in environments with different institutional quality. Combining insights from the resource-based view and institutional economics, we develop and test a set of predictions using a sample of over 6000 energy firms from 23 European countries. The study shows that the effect of institutional quality on rent creation is asymmetric, being positive for FIAs and negative for OIAs. In addition, OIAs drawn from multiple owners create higher rents than OIAs from a single owner. Such ‘multiplicity-of-ownership’ advantages are stronger in countries with better institutional quality. The contribution of the study lies in explaining how the two types of intangible assets generate rents for the focal firm, and in clarifying why the creation of such rents is contingent on the institutional context in which they are deployed. 

https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12704

Do Firms Earn Rents from the Intangible Assets of Their Owners? Institution‐Based Insights from the Energy Sector

Purpose This paper aims to explore how digital capability incompatibility affects knowledge cooperation performance through the mediating effect of digital resilient agility and the moderating effect of project complexity in project network organizations (PNOs). Design/methodology/approach A cross-sectional questionnaire survey was conducted with 207 middle and senior managers in PNOs. Based on validated questionnaire items and construct definitions, a dynamic panel regression was performed using 292 project-focused firms’ annual reports. Findings The results show that digital capability incompatibility facilitates knowledge cooperation performance by enhancing digital resilient agility in PNOs. Increased project complexity strengthens this relationship, promoting better knowledge cooperation performance. Practical implications Managers can use partner firms’ diverse digital knowledge to quickly develop technologies and tackle digital transformation challenges, thereby improving knowledge cooperation. They can also evaluate the project environment to manage digitally-supported cooperation effectively. Originality/value This research reveals how firms in PNOs transform digital capability incompatibility into knowledge cooperation performance through digital transformation efforts. This research extends the boundary of this relationship to project-level factors and proposes digital resilient agility as a digital transformation effort for knowledge cooperation in PNOs than previous research. 

The role of digital resilient agility: how digital capability incompatibility affects knowledge cooperation performance in project network organizations

The moderating role of modularity in the relationship between technological turbulence and dominant design influence held by patent pools

Contract-based Knowledge Protection and Cooperation Performance: The Effects of Technological Turbulence and Legal System Completeness

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Contract-based Knowledge Protection and Cooperation Performance: The Effects of Technological Turbulence and Legal System Completeness