R & D Management

Papers
(The TQCC of R & D Management is 9. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-04-01 to 2024-04-01.)
ArticleCitations
The application of text mining methods in innovation research: current state, evolution patterns, and development priorities97
Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis89
Technological exaptation and crisis management: Evidence from COVID‐19 outbreaks87
How can crowdsourcing help tackle the COVID‐19 pandemic? An explorative overview of innovative collaborative practices68
Frugal innovation in a crisis: the digital fabrication maker response to COVID‐1965
Open innovation in the face of the COVID‐19 grand challenge: insights from the Pan‐European hackathon ‘EUvsVirus’64
Digital transformation, for better or worse: a critical multi‐level research agenda57
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic49
Accelerated innovation through repurposing: exaptation of design and manufacturing in response to COVID‐1940
Open innovation with Chinese characteristics: a dynamic capabilities perspective39
Innovation management in crisis: patent analytics as a response to the COVID‐19 pandemic38
Innovation in times of pandemic: The moderating effect of knowledge sharing on the relationship between COVID‐19‐induced job stress and employee innovation36
The impact of Covid‐19 on innovation policies promoting Open Innovation33
Are rigor and transparency enough? Review and future directions for case studies in technology and innovation Management30
Business model innovation in strategic alliances: a multi‐layer perspective28
Ecosystem effectuation: creating new value through open innovation during a pandemic27
The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China27
Action research for innovation management: three benefits, three challenges, and three spaces25
How to save the world during a pandemic event. A case study of frugal innovation25
Maneuvering the bumps in the New Silk Road: Open innovation, technological complexity, dominant design, and the international impact of Chinese innovation25
Innovating and transforming during COVID‐19: insights from Italian firms25
The contribution of Design Thinking to the R of R&D in technological innovation22
Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management22
Innovation management research methods: embracing rigor and diversity20
Moving forward quantitative research on innovation management: a call for an inductive turn on using and presenting quantitative research19
Theorizing business model innovation: an organizing framework of research dimensions and future perspectives19
Design Research in Innovation Management: a pragmatic and human‐centered approach18
Two archetypes of business model innovation processes for manufacturing firms in the context of digital transformation18
How entrepreneurial orientation can leverage innovation project portfolio management18
Negative performance feedback, CEO tenure, and punctuated equilibrium innovation17
How can open innovation support SMEs in the adoption of I4.0 technologies? An empirical analysis17
Evaluating internal and external knowledge sources in firm innovation and productivity: an industry perspective16
Appropriability mechanisms for manufacturing and service firms: the contingencies of openness and knowledge intensity15
Maker movement contribution to fighting COVID‐19 pandemic: insights from Tunisian FabLabs15
Encouraging and enabling action research in innovation management15
Agile Stage‐Gate Management (ASGM) for physical products14
Entrepreneurial behavior and firm performance: The mediating role of business model novelty14
Innovating the product innovation process to enable co‐creation14
R&D Management at a time of crisis: what are we learning from the response to the COVID‐19 pandemic?14
An empirical analysis of the relationship between university investments in Technology Transfer Offices and academic spin‐offs14
Open Covid‐19: Organizing an extreme crowdsourcing campaign to tackle grand challenges14
Decoding China’s COVID‐19 ‘virus exceptionalism’: Community‐based digital contact tracing in Wuhan13
Open innovation for institutional entrepreneurship: how incumbents induce institutional change to advance autonomous driving13
The many shades of ‘openness’: an application of item response theory to open innovation research13
Empowering patients to co‐design Covid‐19 responses: the role of online health communities12
Determinants of idea sharing in crowdsourcing: evidence from the automotive industry12
Unveiling the role of risk‐taking in innovation: antecedents and effects12
Servitization in global markets: role alignment in global service networks for advanced service provision12
R &D investments and profitability during the crisis: evidence from Greece12
On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing11
Disruption by design? Classification framework for the archetypes of disruptive business models11
Repurposing without purpose? Early innovation responses to the COVID‐19 crisis: Evidence from clinical trials11
Governance mechanisms implementation in the evolution of digital platforms: a case study of the Internet of Things platform11
Science parks as key players in entrepreneurial ecosystems11
COVID‐19 firms’ fast innovation reaction analyzed through dynamic capabilities11
A new perspective on open innovation: established and new technology firms in UK bio‐pharmaceuticals11
Introduction to the Special Issue on the New Silk Road of Innovation: R&D Networks, Knowledge Diffusions, and Open Innovation11
The spatiotemporal evolution of global innovation networks and the changing position of China: a social network analysis based on cooperative patents11
Crisis‐driven innovation of products new to firms: the sensitization response to COVID‐1911
The microfoundations of open innovation: CEO overconfidence and innovation choices11
The two sides of the coin: joint project leader interaction in university‐industry collaboration projects11
Partner technological heterogeneity and innovation performance of R&D alliances10
Being resilient for society: evidence from companies that leveraged their resources and capabilities to fight the COVID‐19 crisis10
Idiosyncratic deals and creative deviance: the mediating role of psychological entitlement10
How firms use inbound Open Innovation practices over time: evidence from an exploratory multiple case study analysis10
Certification effect of R&D subsidies on debt financing: do institutional forces matter?10
The fast response of academic spinoffs to unexpected societal and economic challenges. Lessons from the COVID‐19 pandemic crisis10
When nothing is certain, anything is possible: open innovation and lean approach at MVM9
Incorporating non‐academics in academic spin‐off entrepreneurial teams: the vertical diversity that can make the difference9
Innovation search: the role of innovation intermediaries in the search process9
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