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articles: Outsourcing in the innovation process: Locational and strategic determinants

  • James H. Love

    ()

    (Aston Business School, Aston University, Birmingham B4 7ET, UK)

  • Stephen Roper

    ()

    (School of Management and Economics and Northern Ireland Economic Research Centre, Queen's University Belfast, Belfast BT7 1NN, UK)

There is now substantial evidence that locational and agglomeration influences can have a significant positive effect on innovation performance. Networking and boundary-spanning activities are also increasingly recognised as important contributors to innovation success. In this article we attempt to discover whether these factors are associated: in particular, is there any link between plant location, agglomeration effects and the extent of outsourcing in the innovation process? Using dat a for a large sample of UK and German manufacturing plants, we find that organisational and strategic factors play a much greater and more consistent role than locational influences in shaping the level of outsourcing in the innovation process. Strategic approaches to outsourcing may also benefit plants in obtaining economies of scope in the management or governance of outsourcing within the innovation process.

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Article provided by Springer in its journal Papers in Regional Science.

Volume (Year): 80 (2001)
Issue (Month): 3 ()
Pages: 317-336

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Handle: RePEc:spr:presci:v:80:y:2001:i:3:p:317-336
Note: Received: 5 September 2000
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