Cooperation in Incremental Innovation Activities: An Empirical Analysis of Moroccan Firms

Cooperation in Incremental Innovation Activities: An Empirical Analysis of Moroccan Firms

Rachid Sadgui (Department of Economics, Moulay Ismail University, Meknes, Morocco) and Mohamed Benchekara (Department of Economics, Moulay Ismail University, Meknes, Morocco)
DOI: 10.4018/IJSSMET.2018070104
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This paper analyses the impact of cooperation strategies on incremental innovation capacity, and the determinants of the cooperative arrangements for innovation. More precisely, the authors identify the cooperation strategies that should be preferred in the case of incremental innovation and the determinants of cooperation for innovation, depending on the partner with whom cooperation is established. The data they use come from the National Innovation Survey. The authors' results suggest, on the one hand, that incremental innovation is achieved through vertical and institutional cooperation (except universities). On the other hand, it has proved that there are complementarities between the various cooperation strategies for innovation and that the determinants of cooperation differ significantly between partners. Furthermore, the results confirm the interdependence of cooperation strategies revealing heterogeneity in the determinants of cooperation strategies. These findings and their implications are discussed.
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2. Literature Review

Two main approaches were mobilized to study the factors that influence the cooperative behavior of firms in order to innovate. The literature of industrial organization focuses on the possibilities of knowledge transfer and exchange of resources due to the inclusion of new technologies (D’Aspremont & Jacquemin, 1988; Fritsch & Lukas, 2001; Tether, 2002). The other approach is presented in the literature on strategic management and focuses on the importance of the minimization of transaction costs, risks and complementarities in the process of innovation (Das & Teng, 2000; Pisano, 1990; Williamson, 2002).

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