In the context of the emergence of new modular organizational forms, especially in high‐tech sectors such as the biotechnology sector, this article proposes that while a firm observes benefits from direct alliances, it also benefits from indirect linkages. First, a theoretical framework revolving around indirect ties is built on the basis of social network and innovation management literature. It ends with the proposition of two research hypotheses linking the indirect network position of a firm to its innovation capacities. To test those hypotheses, data on strategic partnerships and collaborations were collected through 40 interviews with biotech firms from the nutrition sector in the biotech clusters of Quebec (Canada). Using network analysis, centrality measures and hierarchical regressions, results of this study indicate that by occupying a central position in a network of indirect ties, a firm is more likely to access useful knowledge from its direct partners and increase innovation. We suggest, as a conclusion, that indirect network position could be considered as an intangible strategic resource for biotech firms.
PurposeThe purpose of this paper is to aim to characterise the knowledge management process of the ageing human capital, within the sectors of aeronautics and bio‐technologies in Canada.Design/methodology/approachThe methodology consists of: cross‐search of literature towards the elaboration of a theoretical map; and collection of data involving semi‐directed interviews followed by a thematic and statistical analysis of the textual data.FindingsManagement's knowledge of social and relational knowledge, especially those of ageing workers, appears to be scarce, thus resulting in ageing workers being perceived as surpassed by technological and scientific progress. This conception deprives the company of an important source of knowledge capitalisation. A model relevant to the evaluation of company practices related to inter‐generational aspects of knowledge management should include six basic dimensions, namely: management philosophy (a managerial style favouring projections and proximities), strategic analysis (knowledge, memory and learning strategy), organisational analysis (information management system and knowledge creation process), operational analysis (places of socialisation), competencies (relational and communicational know‐how, individual memory and capacity of judgement), and the role of ageing personnel (activation of organisational and human resource networks).Research limitations/implicationsFurther validation is required across an enlarged population, with the aim of operationalising the observed concepts within a practical evaluation guide of company practices related to inter‐generational aspects of knowledge management.Originality/valueBy centering the analysis on highly qualified ageing individuals, the authors discerned a phenomenon showing that even within highly technological contexts knowledge management is far from systematically integrating those recognised a priori as carriers of knowledge.
Analyzes the nature of purchase decision making and buyer‐seller relationship development in the French food processing industry. It is the result of a detailed empirical study undertaken among 30 firms and international suppliers, and part of a larger research project. Intensive face‐to‐face interviews were carried out with purchasing executives drawn from 30 firms operating in the industry. Confirms the need for suppliers to understand in greater detail factors that buyers regard as decisive in their choice of a supplier as well as those that are pivotal in the development of long‐term relationships. A detailed understanding of these factors would aid suppliers in better formulating appropriate market entry and growth strategies in this increasingly competitive environment.
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