Keld Laursen

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Ammon SalterProfessor, Entrepreneurship and Innovation Group, Warwick Business School, University of WarwickVerified email at wbs.ac.uk
Nicolai FossCopenhagen Business SchoolVerified email at cbs.dk
Toke ReichsteinDepartment of Strategy and Innovation, Copenhagen Business SchoolVerified email at cbs.dk
Francesca MasciarelliAssociate Professor, Dipartimento di Economia Aziendale, University G.D'AnnunzioVerified email at unich.it
Bent DalumAalborg UniversityVerified email at sit.aau.dk
Andrea PrencipeProfessor of Organisation and Innovation - LUISS UniversityVerified email at luiss.it
Maria Isabella LeoneAssociate Professor (SECS-P/08), Luiss University, Luiss Business SchoolVerified email at luiss.it
Mats MagnussonKTH Royal Institute of TechnologyVerified email at kth.se
Gert VillumsenAalborg UniversityVerified email at business.aau.dk
Solon MoreiraFox School of BusinessVerified email at temple.edu
Torben PedersenCopenhagen Business SchoolVerified email at cbs.dk
Salvatore TorrisiProfessor of Management, University of Milano-BicoccaVerified email at unimib.it
Fredrik TellProfessor and Chair in Business Studies, Uppsala UniversityVerified email at fek.uu.se
Nicolette LakemondProfessor Industrial Management, Linköping UniversityVerified email at liu.se
Bernd EbersbergerUniversity of HohenheimVerified email at uni-hohenheim.de
Hans Christian KongstedDepartment of Strategy and Innovation, Copenhagen Business SchoolVerified email at cbs.dk
Mark VANCAUTERENUniversiteit Hasselt, Centraal Bureau voor de StatistiekVerified email at uhasselt.be
Bart LetenFull Professor, KU Leuven & Hasselt UniversityVerified email at uhasselt.be
Ulrich KaiserProfessor of Management, University of ZurichVerified email at business.uzh.ch
Massimo G. ColomboPolitecnico di MilanoVerified email at polimi.it

Keld Laursen

Professor of the Economics and Management of Innovation, Copenhagen Business School

Verified email at cbs.dk - Homepage

Firm strategy and innovation Open and distributed innovation processes Organisational forms and innovation performa


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Open for innovation: the role of openness in explaining innovation performance among UK manufacturing firms K Laursen, A Salter Strategic Management Journal 27 (2), 131-150, 2006	8999	2006
New human resource management practices, complementarities and the impact on innovation performance K Laursen, NJ Foss Cambridge Journal of Economics 27 (2), 243-263, 2003	1775	2003
Searching high and low: what types of firms use universities as a source of innovation? K Laursen, A Salter Research Policy 33 (8), 1201-1215, 2004	1741	2004
The Paradox of Openness: Appropriability, External Search and Collaboration K Laursen, AJ Salter Research Policy 43 (5), 867–878, 2014	1482	2014
Revealed comparative advantage and the alternatives as measures of international specialization K Laursen Eurasian Business Review 5 (1), 99-115, 2015	1230	2015
The open innovation research landscape: Established perspectives and emerging themes across different levels of analysis M Bogers, AK Zobel, A Afuah, E Almirall, S Brunswicker, L Dahlander, ... Industry and Innovation 24 (1), 8-40, 2017	1226	2017
Linking customer interaction and innovation: The mediating role of new organizational practices NJ Foss, K Laursen, T Pedersen Organization science 22 (4), 980-999, 2011	977	2011
Structural change in OECD export specialisation patterns: de-specialisation and ‘stickiness’ B Dalum, K Laursen, G Villumsen International Review of Applied Economics 12 (3), 423-443, 1998	864*	1998
Exploring the effect of geographical proximity and university quality on university–industry collaboration in the United Kingdom K Laursen, T Reichstein, A Salter Regional Studies 45 (4), 507-523, 2011	638	2011
Regions matter: How localized social capital affects innovation and external knowledge acquisition K Laursen, F Masciarelli, A Prencipe Organization science 23 (1), 177-193, 2012	590	2012
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? K Laursen Industrial and corporate change 21 (5), 1181-1220, 2012	415	2012
The importance of sectoral differences in the application of complementary HRM practices for innovation performance K Laursen International journal of the Economics of Business 9 (1), 139-156, 2002	331	2002
Knowledge strategies, firm types, and complementarity in human-resource practices K Laursen, V Mahnke Journal of Management and Governance 5, 1-27, 2001	287	2001
Human resource management practices and innovation K Laursen, NJ Foss The Oxford Handbook of Innovation Management, 2013	240*	2013
The role of lead users in knowledge sharing LB Jeppesen, K Laursen Research policy 38 (10), 1582-1589, 2009	229	2009
Does specialization matter for growth? B Dalum, K Laursen, B Verspagen Industrial and corporate change 8 (2), 267-288, 1999	228	1999
Performance pay, delegation and multitasking under uncertainty and innovativeness: An empirical investigation NJ Foss, K Laursen Journal of Economic Behavior & Organization 58 (2), 246-276, 2005	207	2005
Technological exploration through licensing: new insights from the licensee’s point of view K Laursen, MI Leone, S Torrisi Industrial and corporate change 19 (3), 871-897, 2010	197	2010
Trade specialisation, technology and economic growth K Laursen Books, 2000	183	2000
The impact of R&D offshoring on the home knowledge production of OECD investing regions LM D’Agostino, K Laursen, GD Santangelo Journal of Economic Geography 13 (1), 145-175, 2013	175	2013

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