Creating Competitive Advantage  for the Swedish Stem Cell Industry ------ The Role of Social Capital  and Social Networks ...
Today’s Agenda <ul><li>Researcher s </li></ul><ul><li>Background  </li></ul><ul><ul><li>Creating Competitive Advantage for...
Who are we? <ul><li>Robin Teigland </li></ul><ul><ul><li>Associate Professor at SSE </li></ul></ul><ul><ul><li>Conducts re...
Background:  Creating Competitive Advantage for the Firm <ul><li>Firm success is highly connected to networks “rich” in so...
The Stem Cell Network: Industry Level Pharmaceutical/ Biotech/  Marketing Companies STEM CELL FIRMS Financial Actors Acade...
Stem Cell Network Universities Financial Actors CROs Professional Assocs. KOLs Advisory Boards Pharma Firms Biotech Firms ...
Example of a Firm’s  Internal Network with Rich Linkages Note:  Nodes represent individuals in departments. Nodes of same ...
<ul><li>Final Outcomes </li></ul><ul><li>Stem cell  competence </li></ul><ul><li>Intellectual capital </li></ul>Internal  ...
Purpose of Study <ul><li>To investigate how the patterns of a firm’s external and internal network s  as well as formal an...
S tudy  Focus and Method <ul><li>Study Focus </li></ul><ul><ul><li>The network of people in the firm who are directly or i...
Potential Outcomes <ul><li>Improved  U nderstanding of  N etworks for  F irm & Individual </li></ul><ul><ul><li>Longitudin...
Discussion and Next Steps
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Presentation May 30

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Presentation May 30

  1. 1. 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
  2. 2. Today’s Agenda <ul><li>Researcher s </li></ul><ul><li>Background </li></ul><ul><ul><li>Creating Competitive Advantage for the Firm </li></ul></ul><ul><li>Our Study </li></ul><ul><ul><li>Purpose </li></ul></ul><ul><ul><li>Study Focus and Method </li></ul></ul><ul><ul><li>Potential Outcomes </li></ul></ul><ul><ul><li>Discussion and Next Steps </li></ul></ul>
  3. 3. Who are we? <ul><li>Robin Teigland </li></ul><ul><ul><li>Associate Professor at SSE </li></ul></ul><ul><ul><li>Conducts research on Uppsala biotech cluster </li></ul></ul><ul><ul><li>Former consultant at McKinsey & Co. </li></ul></ul><ul><li>Andrew Schenkel </li></ul><ul><ul><li>Assistant Professor at SSE </li></ul></ul><ul><ul><li>Industry 16 years of industry experience before receiving doctorate </li></ul></ul><ul><li>Extensive research experience in both networks and pharmaceutical and biotech industries </li></ul>
  4. 4. Background: Creating Competitive Advantage for the Firm <ul><li>Firm success is highly connected to networks “rich” in social capital – the ability of a firm to access resources through its networks </li></ul><ul><li>A firm’s position in the network and how it accesses and uses available resources are critical to creating sustainable competitive advantage </li></ul><ul><li>Networks and facilitating conditions can be designed </li></ul><ul><ul><li>Designing effective formal and informal, external and internal networks that support a firm’s strategy is a core organizational capability </li></ul></ul><ul><ul><li>Creating the conditions for learning & knowledge dissemination throughout firm networks is a core organizational capability </li></ul></ul>
  5. 5. The Stem Cell Network: Industry Level Pharmaceutical/ Biotech/ Marketing Companies STEM CELL FIRMS Financial Actors Academia and Research Actors Government and Regulatory Bodies
  6. 6. 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
  7. 7. 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.
  8. 8. <ul><li>Final Outcomes </li></ul><ul><li>Stem cell competence </li></ul><ul><li>Intellectual capital </li></ul>Internal Networks Broadly shared learning across project activities and functions External Networks Resources such as knowledge, info about indications, competitors, etc. Our Research Model <ul><li>Learning Mechanisms </li></ul><ul><li>Facilitators </li></ul><ul><li>Barriers </li></ul>
  9. 9. Purpose of Study <ul><li>To investigate how the patterns of a firm’s external and internal network s as well as formal and informal networks impact the following: </li></ul><ul><ul><li>Development of competencies </li></ul></ul><ul><ul><li>Competitive advantage over time </li></ul></ul>
  10. 10. S tudy Focus and Method <ul><li>Study Focus </li></ul><ul><ul><li>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 </li></ul></ul><ul><ul><ul><li>Focus on key managers, research scientists, and technical experts in order to map and understand internal & external, formal and informal links </li></ul></ul></ul><ul><ul><li>Firm’s learning mechanisms, e.g., organizational, personnel, to ensure development of necessary competencies </li></ul></ul><ul><li>Method </li></ul><ul><ul><li>Longitudinal study over three years </li></ul></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>Network analysis of externally available data, e.g., publications, patents, etc. </li></ul></ul>
  11. 11. Potential Outcomes <ul><li>Improved U nderstanding of N etworks for F irm & Individual </li></ul><ul><ul><li>Longitudinal baseline data on internal & external networks </li></ul></ul><ul><ul><li>Individual level: Personal reflection gained through interviews </li></ul></ul><ul><ul><li>Organizational level: Perceived vs. actual networks through feedback </li></ul></ul><ul><li>Enhanced Knowledge B ase </li></ul><ul><ul><li>Improved knowledge sharing and creation for accelerated learning and competence development in stem cells </li></ul></ul><ul><ul><li>Understanding of potential areas for expansion </li></ul></ul><ul><li>Enhanced P erformance </li></ul><ul><ul><li>Improved quality of projects and time to delivery </li></ul></ul><ul><ul><li>Potential for new drugs and new intellectual property </li></ul></ul><ul><ul><li>Potential positive effect on competitive position </li></ul></ul>
  12. 12. Discussion and Next Steps

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