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Karabag, Solmaz FilizORCID iD iconorcid.org/0000-0002-3863-1073
Publications (10 of 20) Show all publications
Bernat, S. & Karabag, S. F. (2018). Accumulating technological capabilities through R&D projects: studies on the Brazilian defence industry. International journal of technological learning, innovation and development, 10(3/4), 203-230
Open this publication in new window or tab >>Accumulating technological capabilities through R&D projects: studies on the Brazilian defence industry
2018 (English)In: International journal of technological learning, innovation and development, ISSN 1753-1942, E-ISSN 1753-1950, Vol. 10, no 3/4, p. 203-230Article in journal (Refereed) Published
Abstract [en]

Emerging economy firms (EEFs) have striven to accumulate technological capabilities and promote indigenous innovation for technology upgrading and catching-up. By assuming that R&D projects affect firm capabilities, this study investigated how EEFs can accumulate technological capabilities through R&D activities. A technological-capability framework was proposed with the dimensions of organisational structure, innovation processes, practice, resources and entrepreneurial leadership. The framework guided an exploratory case study of three R&D projects in the Brazilian defence industry: the thrust vector control (TVC), software-defined radio (SDR) and radar projects. The TVC project utilised existing firm capabilities, whereas the SDR and radar projects needed to develop their capabilities from scratch. Different paths were adopted to accumulate technological capabilities and deliver the projects’ outcomes. It was found that a balance between the dimensions may positively impact the rate at which technology capabilities are accumulated. Theoretical contributions and practical implications for EEFs are also discussed. 

Place, publisher, year, edition, pages
Genèva: InderScience Publishers, 2018
Keywords
emerging economy firms; EEFs; Brazilian defence industry; catching-up; organisational capability; technological capability; capability accumulation; capability dimensions; indigenous innovation; R&D projects; thrust vector control; TVC; software-defined radio; SDR; radar
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-150577 (URN)10.1504/IJTLID.2018.093721 (DOI)2-s2.0-85051021638 (Scopus ID)
Funder
VINNOVA, 2014-03388
Available from: 2018-08-27 Created: 2018-08-27 Last updated: 2018-09-04Bibliographically approved
Karabag, S. F. (2018). Factors impacting firm failure and technological development: A study of three emerging-economy firms. Journal of Business Research
Open this publication in new window or tab >>Factors impacting firm failure and technological development: A study of three emerging-economy firms
2018 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978Article in journal (Refereed) Epub ahead of print
Abstract [en]

Several studies examine the successful globalization and technological development of emerging-economy firms. However, few discuss why some other emerging-economy firms do not develop sufficient technological capabilities, and thus, fail in domestics and global markets. Consequently, the understanding of emerging-economy firm diversity is limited. By analyzing the failure of three firms in two major industries in Turkey, this study identifies a complex set of factors contributing to this outcome. These factors include political risk, macroeconomic regime, national technology policies, and industry dynamics, as well as firm-related factors such as ownership, strategic intent, and the approach to, and current stage of, technology capability development. The results indicate that some of these factors support firm success in the short term but discourage learning and technological capability building, and thus, cause firm failures in the long term. Thus, the study illustrates the importance of studying emerging-economy firms from an extended contextual and temporal perspective.

Place, publisher, year, edition, pages
Elsevier, 2018
Keywords
Firm failure; Technology development capability; Business group; Industry dynamics; Emerging-economy firm; Economic regime and volatility
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-146279 (URN)10.1016/j.jbusres.2018.03.008 (DOI)2-s2.0-85043488277 (Scopus ID)
Projects
This work was supported by VINNOVA, Sweden's national innovation agency (grant number: 2014-03388).
Available from: 2018-04-06 Created: 2018-04-06 Last updated: 2018-05-04Bibliographically approved
Karabag, S. F., Borah, D. J. & Berggren, C. (2018). Separation or Integration for Successful Acquisition?: A Comparative Study of Established and Emerging Economies' Firms. Journal of Applied Economics and Business Research, 8(1), 1-23
Open this publication in new window or tab >>Separation or Integration for Successful Acquisition?: A Comparative Study of Established and Emerging Economies' Firms
2018 (English)In: Journal of Applied Economics and Business Research, ISSN 1927-033X, E-ISSN 1927-033X, Vol. 8, no 1, p. 1-23Article in journal (Refereed) Published
Abstract [en]

Studies of the post-acquisition practices of established economy firms argue that integration is one of the most important factors that drives acquisition performance. Recent research suggests that firms from emerging economies may use different approaches in their acquisitions. However, there is a lack of studies of the post-acquisition strategies of emerging economy firms. This study presents an in-depth case study of the strategy of an emerging economy firm from a large business group after its acquisition of a classical brand-name company in a developed economy. Moreover, this strategy and its performance outcomes is compared with the strategy of the acquired firm´s previous owner, an established MNE from a leading OECD country. The study reveals that the emerging economy firm, Tata Motors, pursued a consistent separation strategy in all the investigated areas – human resource management, new product development, production, and marketing. Moreover, this separation strategy turned out to be much more successful than the integration strategy pursued by the previous owner, Ford Motors.

Place, publisher, year, edition, pages
Burnaby, Canada: Journal of Applied Economics and Business Research, 2018
Keywords
Post-acquisition organization strategy, separation, integration, emerging economies firm, automotive industry, Tata, Ford
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-146278 (URN)
Projects
This work was supported by VINNOVA, Sweden´s national innovation agency (grant number: 2014-03388)
Funder
VINNOVA, 2014-03388
Available from: 2018-04-06 Created: 2018-04-06 Last updated: 2018-04-18Bibliographically approved
Bernat, S. & Karabag, S. F. (2018). Strategic alignment of technology: Organising for technology upgrading in emerging economy firms. Technological forecasting & social change
Open this publication in new window or tab >>Strategic alignment of technology: Organising for technology upgrading in emerging economy firms
2018 (English)In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509Article in journal (Refereed) In press
Abstract [en]

Technology upgrading plays a crucial role in the catching-up process of emerging economy firms (EEFs) that aim to develop technological capabilities and move from imitation to innovation. The literature on emerging economies has mainly focused on how EEFs overcome the lack of technological knowledge at initial stages of catching-up while neglecting organisational issues that arise at later stages. The purpose of this study was to explore organisational activities performed by EEFs that are innovating at advanced stages of catching-up. Two Brazilian firms, namely Petrobras and WEG, were selected to be studied and to provide evidence for the research. The results indicate that both firms have systematically monitored their environments to look for windows of opportunity and have consistently invested in learning mechanisms to overcome shortcomings in knowledge. Furthermore, an activity for aligning strategy and technology was found to be key for optimising the technology upgrading process and for maximising its results.

Place, publisher, year, edition, pages
New York City: Elsevier, 2018
Keywords
Emerging economy firms; Catching-up; Technology upgrading; Monitoring activities; Learning mechanisms; Strategic alignment of technology
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-150576 (URN)10.1016/j.techfore.2018.05.009 (DOI)2-s2.0-85047420236 (Scopus ID)
Funder
VINNOVA, 2014-03388
Available from: 2018-08-27 Created: 2018-08-27 Last updated: 2018-09-04Bibliographically approved
da Silva, L. E. (2017). Collaboration in international technology transfer: the role of knowledge boundaries and boundary objects. Munich
Open this publication in new window or tab >>Collaboration in international technology transfer: the role of knowledge boundaries and boundary objects
2017 (English)Report (Other academic)
Abstract [en]

Firms increasingly use choose collaborative arrangements to get access to the most recent and advanced technologies instead of trying to develop them in-home. Several emerging economies use such arrangements particularly in the defense industry as a vehicle for technology transfer to the local industry. The effectiveness of technology transfer, however, is affected by many factors. This paper analyzes international technology transfer as a challenge of inter-firm collaboration and a challenge of cross-boundary knowledge management, and highlights the role of boundary objects to mitigate problems of knowledge boundaries such transfers. Building on a comparative case study of two international technology transfer projects, the paper contributes to the understanding of how collaboration problems can affect the transfer of knowledge across knowledge boundaries and how the use of appropriate boundary objects may improve collaboration management and the knowledge transfer. 

Place, publisher, year, edition, pages
Munich: , 2017. p. 17
Keywords
technology transfer; international collaboration; knowledge management; knowledge boundaries; boundary objects
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-143680 (URN)
Projects
Innovative Firms from Emerging Economies
Funder
VINNOVA, 2014-03388
Note

A part of this project financed by Vinnova.

Available from: 2017-12-13 Created: 2017-12-13 Last updated: 2018-01-16Bibliographically approved
Karabag, S. F. & Berggren, C. (2017). Struggling with knowledge boundaries and stickiness: case studies of innovating firms in an emerging economy. In: Fredrik Tell, Christian Berggren, Stefano Brusoni, Andrew Van de Ven (Ed.), Managing knowledge integration across boundaries: (pp. 139-154). Oxford: Oxford University Press
Open this publication in new window or tab >>Struggling with knowledge boundaries and stickiness: case studies of innovating firms in an emerging economy
2017 (English)In: Managing knowledge integration across boundaries / [ed] Fredrik Tell, Christian Berggren, Stefano Brusoni, Andrew Van de Ven, Oxford: Oxford University Press, 2017, p. 139-154Chapter in book (Refereed)
Abstract [en]

This chapter investigates the efforts of firms in emerging economies to acquire the advanced knowledge needed to build internationally competitive innovation capabilities. Two studies of innovator firms in Turkey are analysed using Carlile´s framework of syntactic, semantic and pragmatic boundaries. The findings show how firms use external collaboration to overcome semantic boundaries related to interpretive ambiguity, and international windows of opportunity to bypass pragmatic, interest-related knowledge boundaries.

Place, publisher, year, edition, pages
Oxford: Oxford University Press, 2017
Keywords
firms in emerging economies, innovation, capability building, knowledge integration, syntactic boundaries, semanticboundaries, pragmatic boundaries, Kunskapshantering
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121724 (URN)9780198785972 (ISBN)0198785976 (ISBN)
Funder
VINNOVA, 2014:03388
Available from: 2015-10-03 Created: 2015-10-03 Last updated: 2018-09-28Bibliographically approved
Karabag, S. F. & Berggren, C. (2016). Misconduct, Marginality and Editorial Practices in Management, Business, and Economics Journals. PLoS ONE, 11(7), Article ID e0159492.
Open this publication in new window or tab >>Misconduct, Marginality and Editorial Practices in Management, Business, and Economics Journals
2016 (English)In: PLoS ONE, ISSN 1932-6203, E-ISSN 1932-6203, Vol. 11, no 7, article id e0159492Article in journal (Refereed) Published
Abstract [en]

Objectives

The paper presents data on the two problems of misconduct and marginality in management, business and economics (MBE) journals and their practices to combat these problems.

Design

Data was collected in three phases. First, all publicly retracted papers in MBE journals were identified through keywords searches in 7 major databases (n = 1329 journals). Second, a focused survey was distributed to editors involved in such retractions (n = 64; response rate = 28%). Finally, a survey was administered to all active journals in the seven databases to collect data on editors’ perceptions and practices related to the two problems (n = 937, response rate = 31.8%). Frequency analyses, cross tabulations, and qualitative analyses of open answers were used to examine the data.

Results

184 retracted papers in MBE journals were identified in 2005–2015 (no retraction was found before 2005). From 2005–2007 to 2012–2015, the number of retractions increased by a factor ten with an all-time high in 2015. The survey to journals with reported retractions illustrates how already a few cases of suspected misconduct put a strain on the editorial workload. The survey to all active journals revealed that 42% of the respondents had started to use software to screen all submitted papers, and that a majority recognized the problem of marginality, as indicated by salami-style submissions. According to some editors, reviewers easily spot such submissions whereas others argued that authors may submit thinly sliced papers in parallel to several journals, which means that this practice is only discovered post-publication. The survey question on ways to support creative contributions stimulated a rich response of ideas regarding editorial vision, engaged boards and developmental approaches. The study uses data from three specialized fields, but its findings may be highly relevant to many journals in the social sciences.

Place, publisher, year, edition, pages
Cambridge, UK: Public Library of Science, 2016
Keywords
Misconduct, Scientific Misconduct, Academic Misconduct, Originality, Salami Publication, Editorial Practices, Publication Ethics, Research Ethics, Management, Business, Economics
National Category
Social Work Work Sciences
Identifiers
urn:nbn:se:liu:diva-130701 (URN)10.1371/journal.pone.0159492 (DOI)000381515200024 ()27454761 (PubMedID)
Available from: 2016-08-21 Created: 2016-08-21 Last updated: 2017-11-28Bibliographically approved
Borah, D. J., Karabag, S. F. & Berggren, C. (2015). Drivers for a successful acquisition: The case of Jaguar Land Rover’s acquisition by Tata. In: Gerpisa colloquium, Paris (2015): . Paper presented at 23rd International Colloquium of Gerpisa, Paris, France, 10-12 June 2015.
Open this publication in new window or tab >>Drivers for a successful acquisition: The case of Jaguar Land Rover’s acquisition by Tata
2015 (English)In: Gerpisa colloquium, Paris (2015), 2015Conference paper, Published paper (Other academic)
Abstract [en]

The automotive management literature stated that Jaguar Land Rover (JLR) was not successful under Ford ownership. Recent JLR‟s reports and automotive publications highlight that JLR has been successful under Tata ownership. Therefore, this paper aims to identify the various factors behind Tata-JLR‟s success by investigating the post-acquisition strategies adopted by Tata for JLR. This paper uses qualitative study primarily based on interviews with top management portfolio holders from Ford, JLR and Tata as well as industry experts to study the differences in post-acquisition strategies adopted by the two owners. The findings show that separation strategy, market expansion, and increased investments are the major drivers behind the success of Tata‟s acquisition. Time of the acquisition (2008) has come out as a surprising success factor in this research. The study reveals that Ford used organizational integration strategy, which limited the quality of decision making of JLR management team. On the other hand, Tata has implemented separation strategy and empowered decentralized decision making to JLR‟s managers. This study also brings out a comparison of level of task integration between Jaguar Land Rover and its owners with the help of patent analysis

Keywords
Mergers and Acquisitions; Jaguar Land Rover; Tata; Ford; Luxury Brand; Emerging Multinational Firms;
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121727 (URN)
Conference
23rd International Colloquium of Gerpisa, Paris, France, 10-12 June 2015
Funder
VINNOVA
Available from: 2015-10-03 Created: 2015-10-03 Last updated: 2015-10-07
Berggren, C. & Karabag, S. F. (2015). Innovation capability building in emerging economies through joint venture: Case of Turkish automotive industry. In: Gerpisa colloquium, Paris (2015): . Paper presented at 23rd International Colloquium of Gerpisa, Paris, France, 10-12 June 2015.
Open this publication in new window or tab >>Innovation capability building in emerging economies through joint venture: Case of Turkish automotive industry
2015 (English)In: Gerpisa colloquium, Paris (2015), 2015Conference paper, Published paper (Other academic)
Keywords
Innovation capability building, Joint Venture, emerging economies firms, automotive industry
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121726 (URN)
Conference
23rd International Colloquium of Gerpisa, Paris, France, 10-12 June 2015
Projects
Capability building at emerging economies firms
Funder
VINNOVA
Available from: 2015-10-03 Created: 2015-10-03 Last updated: 2015-10-07
Karabag, S. F. & Berggren, C. (2015). International R&D collaboration in high tech - the challenges of jet fighter development partnerships in emerging economies. In: Latif Al-Hakim, Xiaobu Wu, Andy Koronios and Yongyi Shou (Ed.), Handbook of Research on Driving Competitive Advantage through Lean and Disruptive Innovation: Advances in Business Strategy and Competitive Advantage (ABSCA). Hershey, USA: IGI Global
Open this publication in new window or tab >>International R&D collaboration in high tech - the challenges of jet fighter development partnerships in emerging economies
2015 (English)In: Handbook of Research on Driving Competitive Advantage through Lean and Disruptive Innovation: Advances in Business Strategy and Competitive Advantage (ABSCA) / [ed] Latif Al-Hakim, Xiaobu Wu, Andy Koronios and Yongyi Shou, Hershey, USA: IGI Global, 2015Chapter in book (Other academic)
Abstract [en]

This chapter seeks the answers to the following research question: Which are the challenges related to high tech R&D collaboration involving firms both from established and emerging economies? To answer this question, the Turkish jet fighter program is used as a case study. The study shows the chances to succeed are highly uncertain in this sector dominated by USA. Although Turkey acquired some level of R&D capability in previous defense R&D programs, the complexity of jet fighter development poses new challenges. Previous experiences indicate that technical capabilities are not sufficient, equally important is the formation of management capabilities. During the pre-development (concept) phase, Turkey chose to collaborate with Swedish Saab. The paper discusses several challenges in this type of collaboration for a full-scale jet fighter development program- These challenges concern intra- as well as inter-organizational management, the organization of the technical development projects, and the design of appropriate industry governance structures.

Place, publisher, year, edition, pages
Hershey, USA: IGI Global, 2015
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121725 (URN)1-522-50-135-5 (ISBN)978-15-2250-135-0 (ISBN)
Funder
VINNOVA, 2014-03388
Available from: 2015-10-03 Created: 2015-10-03 Last updated: 2016-05-04
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-3863-1073

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