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Presentation May 30 Presentation May 30 Presentation Transcript

  • Creating Competitive Advantage for the Swedish Stem Cell Industry ------ The Role of Social Capital and Social Networks Andrew Schenkel & Robin Teigland Stockholm School of Economics June 2007
  • Today’s Agenda
    • Researcher s
    • Background
      • Creating Competitive Advantage for the Firm
    • Our Study
      • Purpose
      • Study Focus and Method
      • Potential Outcomes
      • Discussion and Next Steps
  • Who are we?
    • Robin Teigland
      • Associate Professor at SSE
      • Conducts research on Uppsala biotech cluster
      • Former consultant at McKinsey & Co.
    • Andrew Schenkel
      • Assistant Professor at SSE
      • Industry 16 years of industry experience before receiving doctorate
    • Extensive research experience in both networks and pharmaceutical and biotech industries
  • Background: Creating Competitive Advantage for the Firm
    • Firm success is highly connected to networks “rich” in social capital – the ability of a firm to access resources through its networks
    • A firm’s position in the network and how it accesses and uses available resources are critical to creating sustainable competitive advantage
    • Networks and facilitating conditions can be designed
      • Designing effective formal and informal, external and internal networks that support a firm’s strategy is a core organizational capability
      • Creating the conditions for learning & knowledge dissemination throughout firm networks is a core organizational capability
  • The Stem Cell Network: Industry Level Pharmaceutical/ Biotech/ Marketing Companies STEM CELL FIRMS Financial Actors Academia and Research Actors Government and Regulatory Bodies
  • Stem Cell Network Universities Financial Actors CROs Professional Assocs. KOLs Advisory Boards Pharma Firms Biotech Firms Regulators Government Research Institutes Research Area 3 Research Area 2 Staff & Quality Research Area 1 Stakeholder Relations Finance, Legal, IT STEM CELL FIRM Media Chemical
  • Example of a Firm’s Internal Network with Rich Linkages Note: Nodes represent individuals in departments. Nodes of same color are in same department. Line represents one tie between individuals.
    • Final Outcomes
    • Stem cell competence
    • Intellectual capital
    Internal Networks Broadly shared learning across project activities and functions External Networks Resources such as knowledge, info about indications, competitors, etc. Our Research Model
    • Learning Mechanisms
    • Facilitators
    • Barriers
  • Purpose of Study
    • To investigate how the patterns of a firm’s external and internal network s as well as formal and informal networks impact the following:
      • Development of competencies
      • Competitive advantage over time
  • S tudy Focus and Method
    • Study Focus
      • The network of people in the firm who are directly or indirectly involved in stem cell research as well as the network of people/organizations supporting the stem cell firm
        • Focus on key managers, research scientists, and technical experts in order to map and understand internal & external, formal and informal links
      • Firm’s learning mechanisms, e.g., organizational, personnel, to ensure development of necessary competencies
    • Method
      • Longitudinal study over three years
      • Short interviews or surveys that require no more than 90 minutes during initial interview and thereafter 45 minutes every 9 months or as per agreement
      • Network analysis of externally available data, e.g., publications, patents, etc.
  • Potential Outcomes
    • Improved U nderstanding of N etworks for F irm & Individual
      • Longitudinal baseline data on internal & external networks
      • Individual level: Personal reflection gained through interviews
      • Organizational level: Perceived vs. actual networks through feedback
    • Enhanced Knowledge B ase
      • Improved knowledge sharing and creation for accelerated learning and competence development in stem cells
      • Understanding of potential areas for expansion
    • Enhanced P erformance
      • Improved quality of projects and time to delivery
      • Potential for new drugs and new intellectual property
      • Potential positive effect on competitive position
  • Discussion and Next Steps