Abstract
To extend the knowledge-based view of the firm, we examine how managing the dynamic balance that a firm must undertake between applying knowledge stocks and accessing knowledge flows may determine innovativeness. We found that while the effect of scientist's recruitment and alliances as two sources of knowledge flow decay overtime, high degrees of human and social capital stock reduces the speed of new assets erosion. Failing to account for the interactions between knowledge stocks and flows, as well as the underlining causalities associated with each knowledge source, will result in an incomplete picture of the relationship between knowledge development efforts and innovative success. We test our assumptions on a longitudinal event history data set of the complete US biotech population of 857 firms founded during the period 1973--1999. Copyright 2011 The Author 2011. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved., Oxford University Press.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
