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Empirical research on complementarity between organizational design decisions has traditionally focused on the question of existence of complementarity. In this paper, we take a broader approach to the issue, combining a \"productivity\" and an \"adoption\" approach, while including a search for contextual variables in the firm's strategy that affects complementarity. Analysis of contextual variables is not only interesting per se, but also improves the productivity test for the existence of complementarity. We use our empirical methodology to analyze complementarity between innovation activities: internal research and development (R& D) and external knowledge acquisition. Our results suggest that internal R& D and external knowledge acquisition are complementary innovation activities, but that the degree of complementarity is sensitive to other elements of the firm's strategic environment. We identify reliance on basic R& D--the importance of universities and research centers as an information source for the innovation process--as an important contextual variable affecting complementarity between internal and external innovation activities.

Research summary: We identify two types of knowledge leverage behaviors undertaken by acquiring firms: integrated and independent knowledge leverage. We address how the prior exploitation or exploration orientation of acquirers influence these two modes of knowledge leverage behaviors. The degree of exploitation of acquirers promotes integrating their existing knowledge with acquired knowledge in innovative actions. In contrast, the degree of exploration of acquirers increases the likelihood that new innovations will use acquired knowledge without integrating it with their prior knowledge. In addition, the firm's prior acquisition rate moderates the relationship between the acquiring firms' previous exploitation or exploration orientation and their knowledge leverage mode. The findings of this article suggest that preacquisition innovation capabilities are distinct from but influence the post-acquisition innovation actions. Managerial summary: Firms often undertake acquisitions to gain access to new knowledge, but they can differ dramatically in how they leverage acquired knowledge. We show that the firm's prior innovation patterns drive this choice. Firms that have previously focused on incremental innovations in their internal innovation efforts tend to integrate acquired knowledge with their own prior knowledge. In contrast, firms that have previously pursued bold innovations tend to leverage acquired knowledge alone in new innovations. Thus, we show that firms use acquisitions as a means to extend their internal innovation patterns—firms that have focused on incremental innovations extend that with acquisitions by linking new innovations to their prior knowledge while firms that have pursued bold initiatives use acquired knowledge to move in new technology directions.

This paper explores the concept of smart cities and the role of the Internet of Things (IoT) and machine learning (ML) in realizing a data-centric smart environment. Smart cities leverage technology and data to improve the quality of life for citizens and enhance the efficiency of urban services. IoT and machine learning have emerged as key technologies for enabling smart city solutions that rely on large-scale data collection, analysis, and decision-making. This paper presents an overview of smart cities’ various applications and discusses the challenges associated with implementing IoT and machine learning in urban environments. The paper also compares different case studies of successful smart city implementations utilizing IoT and machine learning technologies. The findings suggest that these technologies have the potential to transform urban environments and enable the creation of more livable, sustainable, and efficient cities. However, significant challenges remain regarding data privacy, security, and ethical considerations, which must be addressed to realize the full potential of smart cities.

In 2020, areas of particular importance for technology trends will include biotechnology, nanotechnology, materials technology, and information technology. This report, the companion document to The Global Technology Revolution 2020, Executive Summary (Silberglitt et al., MG-475-NIC, 2006), assesses in detail a sample of 29 countries with respect to their ability to acquire and implement 16 key technology applications.

An analytical framework and methodology for capability-area reviews is described, along with new tools to support capabilities analysis and strategic-level defense planning in the Defense Department and the Services. BCOT generates and screens preliminary options, and the Portfolio-Analysis Tool (PAT) is used to evaluate options that pass screening. The concepts are illustrated with applications to Global Strike and Ballistic Missile Defense. Recommendations are made for further defense-planning research.

One novel implication of the open innovation paradigm is that inflows and outflows of knowledge are complementary. We argue that engaging simultaneously in buying and selling knowledge should allow firms to increase innovation outcomes. At the same time, we identify some of the relevant costs (cognitive, transaction, and organizational costs) that \"open \"firms can reduce by combining knowledge inflows and outflows. Empirically, however, we find no evidence for such complementarity in a sample of Belgian manufacturing firms. Firms buying and selling knowledge do increase their sales of new products, but at the same time their R&D costs increase more than proportionally. Our findings, therefore, indicate the need for research into a better understanding of the drivers of actual costs of organizing for open innovation.

This report examines and rates China's commercial technology in nine industries that have the most potential for supporting military technology development, and assessing the prospects for technological progress between 2000 and 2020.

Beyond the agricultural and industrial revolutions of the past, a globaltechnology revolution is currently changing the world. This book discussesthe broad, multidisciplinary, and synergistic trends in this revolution,including genomics, cloning, biomedical engineering, smart materials, agilemanufacturing, nanofabricated computation devices, and integratedmicrosystems. The revolution's effects on human health may be the most startling as breakthroughs improve both the quality and length of human life.Biotechnology will also enable us to identify, understand, manipulate,improve, and control living organisms (including ourselves). Informationtechnology is already revolutionizing our lives, especially in the developedworld, and is a major enabler of other trends. Materials technology willproduce products, components, and systems that are smaller, smarter,multi-functional, environmentally compatible, more survivable, andcustomizable. In addition, smart materials, agile manufacturing, andnanotechnology will change the way we produce devices and improve theircapabilities. The technology revolution will not be uniform in its effectacross the globe but will play out differently depending on its acceptance,investment, and a variety of issues such as bioethics, privacy, economicdisparity, cultural invasion, and social reactions. There will be no turningback, however, since some societies will avail themselves of the revolution,and globalization will thus change the environment in which each societylives.

Assessing how technology contributes to information superiority and decision dominance a major challenge, in part because it demands quantitative measures for what are usually considered qualitative concepts. The authors have developed a mathematical framework to aid these efforts. Additional work, such as data fitting, experimentation, linking decisions and actions, historical analysis, and gaming will further advance knowledge in this area.

Empirical research on complementarity between organizational design decisions has traditionally focused on the question of existence of complementarity. In this paper, we take a broader approach to the issue, combining a \"productivity\" and an \"adoption\" approach, while including a search for contextual variables in the firm’s strategy that affects complementarity. Analysis of contextual variables is not only interesting per se, but also improves the productivity test for the existence of complementarity. We use our empirical methodology to analyze complementarity between innovation activities: internal research and development (R&D) and external knowledge acquisition. Our results suggest that internal R&D and external knowledge acquisition are complementary innovation activities, but that the degree of complementarity is sensitive to other elements of the firm’s strategic environment. We identify reliance on basic R&D—the importance of universities and research centers as an information source for the innovation process—as an important contextual variable affecting complementarity between internal and external innovation activities.