Pharmaceutical managers have been encouraged to look to acquisitions and alliances for innovation. However, the literature warns that the capacity of a company to \'absorb\' new knowledge is limited. Here, we introduce corporate divestitures as a tool for freeing up managerial attention. We build a sample of 349 companies, which announced 1784 divestitures and filed 63523 patents, over a 15-year period. We show that innovating companies that divest more produce more and improved patents, and those that divest to create corporate focus also produce more breakthroughs. In doing so, we introduce divestitures as an innovation tool, highlight the importance of the absorptive capacity of a company when discussing innovation, and add nuance to the discussion on external tools for innovation.

Compared with incremental innovation, breakthrough innovation is essential to sustaining competitive advantage, but breakthrough innovation has the characteristics of high standards and strict requirements. As the main body and foundation of enterprises, the attitude and behavior of employees play a vital role in enterprise innovation. Based on the positive organizational behavior theory and knowledge management theory, the purpose of this paper is to investigate the relationship between psychological capital and breakthrough innovation, and we also integrate tacit knowledge sharing and task interdependence into the research framework, so as to further explore the influence mechanism of employees\' psychological capital on breakthrough innovation. Utilizing a quantitative method, this study takes employees of Yunnan coffee enterprises as investigation objects, the data was analyzed using regression analysis through SPSS 24.0, and the existence of mediation was further verified by Bootstrap test. The results showed that the psychological capital of employees have a positive impact on breakthrough innovation; tacit knowledge sharing partially mediates the relationship between psychological capital and breakthrough innovation; and task interdependence plays a moderating role, that is, the stronger the task interdependence, the stronger the influence of employee psychological capital on breakthrough innovation. This study enriches the research on the influencing factors of breakthrough innovation of Yunnan coffee industry, expands the application scenarios of the related theory, emphasizes that the importance of psychological capital and the breakthrough innovation is the result of the interaction and value-added linkage of various internal and external resources.

The purpose of this paper is to examine biopharma innovation ecosystems (IEs) through the lenses of a stakeholder model. In doing so, this work aims to answer the following research question: which stakeholders are required in an IE within biopharma industry and what are their main roles in the IE value creation. The research strategy was designed according to the grounded theory methodology. By applying this methodology, data were collected through verbatim interviews with several stakeholders. Both data collection and data analysis phases were carried out concurrently up to saturation where all data were identified and their consistency across the many forms was reached. The thesis of the paper intends to prove that biopharma IEs consist of a multilevel and longitudinal set of key stakeholders. Furthermore, by investigating the Lombardy case study, it explains the role of each stakeholder with regards to the comparative advantages required in the engagement with the IE. In addition, arising from a holistic view of the biopharma IEs, this research traces the biopharma IE dynamics through the analysis of the IE\'s driving forces. This paper represents one of the first heuristic attempts to analyze in-depth biopharma IE from a holistic perspective. The paper findings can be considered to be an impactful extension to biopharma IEs world-wide. This broader scope is well supported by expert interviews as a central part of the methodology and by the investigated scientific literature.