The purpose of this paper is to explore the composition of skillsets in biotechnology from the perspective of employers and its relation to open innovation processes in the sector. It provides conclusions for HR management practice.
The study is based on job advertisements content analysis and in-depth interviews with chiefs of research and development companies. It uses biotechnology as an example of industry where open innovation practice implementation is expanding. The authors have used data from American, British and Russian job search engines.
It is demonstrated that skills composition required in biotechnology does not vary significantly among selected countries as the market becomes increasingly globalized in terms of not only technology used but also personnel hired. Companies stress more on hard and digital skills, while soft skills appear to be a “must have without saying,” The mismatch between skills presented in the advertisements and articulated in the interviews has been found as employers tend to demonstrate innovation friendly company culture for possible applicants.
The present paper enriches literature on employee skills for open innovation. It gives comprehensive lists of biotech skills in-demand divided into hard, digital and soft categories and interprets them within the context of employee cognition and behavior. The new insight into employee skills articulated by the companies as a strong element of organizational culture is presented.
Purpose – Subsistence small businesses (SSBs) do not seek the maximum benefit; they only seek a benefit that enough satisfies their basic needs. In consequence, a dual behaviour of companies is expected and possibly the competitiveness of these companies is different. The purpose of this paper is to study the dual behaviour of SSBs and the differences about their competitive advantages. Design/methodology/approach – Data were obtained by conducting surveys with owners and managers of wood processing companies located in a region of Misiones (Argentina). The results were checked by interviews in 2012 and 2015. The research uses principal component analysis and K-means to classify the different behaviour and MANOVA analysis to study the relationships. Findings – The findings suggest two types of SSBs and show that competitive advantages are different into two groups of companies. Research limitations/implications – The data used refer to a certain period of time, with interviews in next periods. Sample is in a particular region and sector and generalisations should be done carefully. The variables are measured with subjective questions. Practical implications – The findings suggest instruments to change the strategy of unsatisfied SSBs to grow. Social implications – The growth of SSBs is very important in poorest areas. The paper suggest governments’ politics that facilitate a stable environment for improving competitiveness of SSBs. Originality/value – SSBs are very important in developing countries, but they are not sufficiently studied. The research shows the importance of satisfying principle in the competitiveness of subsistence entrepreneurs.
The purpose of this paper is to explore strategy-specific competencies with regard to intangibles and provides empirical evidence of intangible-based strategy groups for Russian companies. Additionally, the study examines the link between intangible-based strategy and company performance.
The paper uses strategic group theory and the resource-based view framework to identify similar strategic behaviour of companies by employment of intangibles. In line with the intellectual capital concept, the study provides a cluster analysis that considers four types of intangibles: human, relational, innovation and process capital. These are measured through publicly available data using principal component analysis. The empirical part of the study uses a database of 1,096 Russian public companies, which covers the period 2004–2014.
As a result, the study reveals three profiles of strategic behaviour with regard to intangibles. The majority of Russian public companies (63.5 per cent) are Generics and pursue a non-intensive intangible strategy. Only 13.3 per cent of companies constitute the intangible-intensive profile by having endowment of all intellectual resources higher than the sample average. The remaining companies (23.2 per cent) also pursue an intangible-intensive strategy with a focus on innovation capital. Intangible-intensive strategic groups outperform Generics.
The study proposes a novel intangible-based strategy continuum, which straddles two polar strategies: generic and smart. The study introduces insights to better understand the differences in performance across intangible-intensive strategies and presents a new empirical inquiry into strategic behaviour with regard to intangibles in Russia.