1. The document discusses factors that firms consider when deciding whether to collaborate on innovation projects or go solo. Some reasons for collaboration include accessing needed capabilities from partners or combining complementary skills, while some reasons for going solo include protecting proprietary technologies or desiring full control.
2. Common collaboration models include strategic alliances, joint ventures, licensing, and outsourcing. Strategic alliances can vary in structure from informal to highly structured joint ventures. Partner selection and governance mechanisms also impact collaboration success.
3. In summary, the chapter analyzes reasons for and against collaboration, reviews collaboration models, and discusses keys to successful partnering like ensuring resource and strategic fit between firms and implementing monitoring.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners.
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
SMART Technologies commissioned a global research study to get a better understanding of customer value as it relates to their investment in collaboration. The primary
goal was to determine if companies experienced value differently, depending on their approach to implementing collaboration.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
Choosing Innovation Projects and Collaboration StrategiesTafa Ulfayza
We will start by considering the role of capital rationing in the R&D investment decision, and then we will cover various methods used to evaluate projects including strictly quantitative methods, qualitative methods, and approaches that combine quantitative and qualitative techniques. Capital rationing the allocation of a finite quantity of resources over different possible uses.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners.
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
SMART Technologies commissioned a global research study to get a better understanding of customer value as it relates to their investment in collaboration. The primary
goal was to determine if companies experienced value differently, depending on their approach to implementing collaboration.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
Choosing Innovation Projects and Collaboration StrategiesTafa Ulfayza
We will start by considering the role of capital rationing in the R&D investment decision, and then we will cover various methods used to evaluate projects including strictly quantitative methods, qualitative methods, and approaches that combine quantitative and qualitative techniques. Capital rationing the allocation of a finite quantity of resources over different possible uses.
market entry strategy of textile and garmentsNasif Chowdhury
Market entry mode selection is very important for doing new business extension. This assignment is based on market entry mode for textile and garments business
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform
them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in
Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead
from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to
achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also
often entails relinquishing some degree of control over development and some share of the expected rewards of
innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first
consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it.
We will then review some of the most common types of collaborative arrangements and their specific advantages
and disadvantages.
3. 1. Availability of Capabilities
Whether a firm chooses to partner on a project is largely determined by the degree to which it possesses all of the necessary
capabilities in-house and the degree to which one or more potential partners have necessary capabilities
2. Protecting Proprietary Technologies
Firms sometimes avoid collaboration for fear of giving up proprietary technologies. Working closely with a partner might
expose the company’s existing proprietary technologies to the prying eyes of a would-be competitor.
3. Controlling Technology Development and Use
Sometimes firms choose not to collaborate because they desire to have complete control over their development processes
and the use of any resulting new technologies. This desire might be for pragmatic reasons (e.g., the new technology is
expected to yield high margins and the firm does not wish to share rents with collaborators) or cultural reasons (e.g., a
company’s culture may emphasize independence and selfreliance).
REASONS FOR GOING SOLO
4. 1. Strategic Alliances
Firms may use strategic alliances to access a critical capability that is not possessed in-house or to more
fully exploit their own capabilities by leveraging them in another firm’s development efforts
2. Joint Ventures
Joint ventures are a particular type of strategic alliance that entails significant structure and
commitment. While a strategic alliance can be any type of formal or informal relationship between two
or more firms, a joint venture involves a significant equityminvestment from each partner and often
results in establishment of a new separate
entity.
Outsourcing
Firms that develop new technological innovations do not always possess the competencies,mfacilities,
or scale to perform all the value-chain activities for the new innovation effectively or efficiently. Such
firms might outsource activities to other firms.
5. CHOOSING AND MONITORING PARTNERS
Partner Selection
The success of collaborations will depend in large part on the partners chosen. A number
of factors can influence how well suited partners are to each other, including their relative
size and strength, the complementarity of their resources, the alignment of their objectives,
and the similarity of their values and culture.45 These factors can be boiled down to two
dimensions: resource fit and strategic fit.46
a. Impact on Opportunities and Threats in the External Environment
b. Impact on Internal Strengths and Weaknesses
c. Impact on Strategic Direction
6. Partner Monitoring and Governance
Successful collaboration agreements typically have
clear, yet flexible, monitoring and governance
mechanisms.50 Not surprisingly, the more resources
put at risk by the collaboration (for example, the greater
the upfront investment or the more valuable the
intellectual property contributed to the collaboration),
the more governance structure partner firms are likely
to impose on the relationship.51
7. Summary of Chapter
1. A number of factors will influence whether a firm chooses to collaborate on an
innovation. Some of the most important include whether the firm (or a potential
partner) has the required capabilities or other resources, the degree to which
collaboration would make proprietary technologies vulnerable to expropriation by a
potential competitor, the importance the firm places on controlling the development
process and any innovation produced, and the role of the development project in
building the firm’s own capabilities or permitting it to access another firm’s
capabilities.
2. Firms may choose to avoid collaboration when they already possess the necessary
capabilities and other resources in-house, they are worried about protecting proprietary
technologies and controlling the development process, or they prefer to build
capabilities in-house rather than access a partner firm’s capabilities.
3. Some of the advantages of collaboration include sharing costs and risks of
development, combining complementary skills and resources, enabling the transfer of
knowledge between firms and the joint creation of new knowledge, and facilitating
the creation of shared standards.
.
8. Summary of Chapter
4. The term strategic alliances refers to a broad class of collaboration activities that
may range from highly structured (e.g., joint ventures) to informal. Strategic alliances
can enable simple pooling of complementary resources for a particular project, or they
may enable the transfer of capabilities between partners. The transfer of capabilities
often requires extensive coordination and cooperation
5. A joint venture is a partnership between firms that entails a significant equity
investment and often results in the creation of a new separate entity. Joint ventures
are usually designed to enable partners to share the costs and risks of a project, and
they have great potential for pooling or transferring capabilities between firms.
6. Licensing involves the selling of rights to use a particular technology (or other
resource) from a licensor to a licensee. Licensing is a fast way of accessing (for the
licensee) or leveraging (for the licensor) a technology, but offers little opportunity
for the development of new capabilities.
7. Outsourcing enables a firm to rapidly access another firm’s expertise, scale, or
other advantages. Firms might outsource particular activities so that they can avoid
the fixed asset commitment of performing those activities in-house. Outsourcing
can give a firm more flexibility and enable it to focus on its core competencies.
Overreliance on outsourcing, however, can make the firm hollow.
8. Groups of organizations may form collective research organizations to jointly
work on advanced research projects that are particularly large or risky.
9. Summary of Chapter
9. Each form of collaboration mode poses a different set of trade-offs in terms of speed,
cost, control, potential for leveraging existing competencies, potential for developing
new competencies, or potential for accessing another firm’s competencies. An
organization should evaluate these trade-offs in formulating a collaboration strategy.
10. Successful collaboration requires choosing partners that have both a resource fit
and a strategic fit.
11. Successful collaboration also requires developing clear and flexible monitoring
and governance mechanisms to ensure that partners understand their rights and
obligations, and have methods of evaluating and enforcing each partner’s adherence
to these rights and obligations.