000162508 001__ 162508
000162508 005__ 20251017144626.0
000162508 0247_ $$2doi$$a10.1108/BJM-09-2020-0348
000162508 0248_ $$2sideral$$a127154
000162508 037__ $$aART-2021-127154
000162508 041__ $$aeng
000162508 100__ $$0(orcid)0000-0002-9758-0149$$aRamírez-Alesón, M.$$uUniversidad de Zaragoza
000162508 245__ $$aWhich intermediate import source is best for innovation in MNEs?
000162508 260__ $$c2021
000162508 5060_ $$aAccess copy available to the general public$$fUnrestricted
000162508 5203_ $$aPurpose: This paper explores the importance of the importing intensity for different intermediate inputs depending on their source (internal sourcing or intra-firm trade versus external sourcing or foreign suppliers) for different types of innovation (product and process innovation) and applied to MNEs (foreign versus domestic).
Design/methodology/approach: The sample contains 2, 448 firm-year observations (2006–2016) of firms located in Spain that belong to an MNE group. The authors applied a conditional mixed process to a panel recursive bivariate probit model with robust standard errors.
Findings: The authors obtained three key results. First, intermediate imports do not always contribute to improving innovation, since their effects vary depending on their source. Second, intermediate imports from foreign suppliers (external source) are more advantageous for product innovation than those from intra-firm trade (internal source). Third, intermediate imports from intra-firm trade are more important for process innovation than those from foreign suppliers. Thus, the impact of importing intermediate inputs on innovation is contingent on the source of the imports, the ownership of the MNE and the type of innovation.
Originality/value: The paper contributes to this topic with new insights and results for MNEs. It identifies which import source is best for innovation depending on the type of innovative result expected. Moreover, it helps to uncover simultaneity and causal relationships between product and process innovation, issues which have not previously been considered in the literature.
000162508 536__ $$9info:eu-repo/grantAgreement/ES/AEI-FEDER/ECO2016-77-P$$9info:eu-repo/grantAgreement/ES/DGA-FEDER/S52-20R
000162508 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc$$uhttps://creativecommons.org/licenses/by-nc/4.0/deed.es
000162508 590__ $$a2.753$$b2021
000162508 591__ $$aMANAGEMENT$$b173 / 228 = 0.759$$c2021$$dQ4$$eT3
000162508 592__ $$a0.687$$b2021
000162508 593__ $$aBusiness and International Management$$c2021$$dQ2
000162508 593__ $$aStrategy and Management$$c2021$$dQ2
000162508 593__ $$aOrganizational Behavior and Human Resource Management$$c2021$$dQ2
000162508 593__ $$aManagement of Technology and Innovation$$c2021$$dQ2
000162508 594__ $$a4.6$$b2021
000162508 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000162508 700__ $$0(orcid)0000-0002-5623-2391$$aFernández-Olmos, M.$$uUniversidad de Zaragoza
000162508 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000162508 773__ $$g16, 4 (2021), 564-581$$pBALTIC JOURNAL OF MANAGEMENT$$tBaltic Journal of Management$$x1746-5265
000162508 8564_ $$s417961$$uhttps://zaguan.unizar.es/record/162508/files/texto_completo.pdf$$yPostprint
000162508 8564_ $$s1640294$$uhttps://zaguan.unizar.es/record/162508/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000162508 909CO $$ooai:zaguan.unizar.es:162508$$particulos$$pdriver
000162508 951__ $$a2025-10-17-14:24:23
000162508 980__ $$aARTICLE