Journal: IJTM

Volume 71, Issue 3/4

171 -- 185Thomas Abrell, Markus Durstewitz. The role of customer and user knowledge in internal corporate venturing: the viewpoint of the corporate entrepreneur
186 -- 211Yoshimasa Goto, Kiminori Gemba. Implicit patent alliance acquiring the appropriability of innovation
212 -- 231Peter Markowski, Mandar Dabhilkar. Collaboration for continuous innovation: routines for knowledge integration in healthcare
232 -- 252Ioana Stefan, Lars Bengtsson. Appropriability: a key to opening innovation internationally?
253 -- 277Mónica García-Ochoa Mayor, Nuria Bajo Davó, Félix Roux Martínez. Dynamic strategic groups' analysis and identification of mobility barriers in the European mobile phone industry
278 -- 300Hailong Ju, Shaojie Zhang, Shukuan Zhao, Xiaowei Ju. Knowledge transfer capacity of universities and knowledge transfer success: evidence from university - industry collaborations in China

Volume 71, Issue 1/2

1 -- 9Paavo Ritala, Sascha Kraus, Ricarda B. Bouncken. Introduction to coopetition and innovation: contemporary topics and future research opportunities
10 -- 37Dina Pereira, João Leitão. Absorptive capacity, coopetition and generation of product innovation: contrasting Italian and Portuguese manufacturing firms
38 -- 57Domingo Enrique Ribeiro-Soriano, Norat Roig-Tierno, Alicia Mas-Tur. Governance models of coopetition and innovation: the case of Spanish firms
58 -- 80Ronny Baierl, Sergey Anokhin, Dietmar Grichnik. Coopetition in corporate venture capital: the relationship between network attributes, corporate innovativeness, and financial performance
81 -- 99Julien Granata, Mickaël Géraudel, Katherine Gundolf, Johanna Gast, Pierre Marquès. Organisational innovation and coopetition between SMEs: a tertius strategies approach
100 -- 122Siri Jakobsen, Marianne Steinmo. The role of proximity dimensions in the development of innovations in coopetition: a longitudinal case study
123 -- 154Anna Minà, Giovanni Battista Dagnino. In search of coopetition consensus: shaping the collective identity of a relevant strategic management community