Does co-location matter for formal knowledge collaboration in the Swedish biotechnology–pharmaceutical sector?

McKelvey, Maureen; Alm, Håkan; Riccaboni, Massimo

doi:10.1016/s0048-7333(02)00020-3

Cited by 168 publications

(95 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Geographically proximate firms are able to leverage information exchanged informally through local trade shows, conferences, seminars, communication with personnel from nearby research institutes, organized social activities, or from employees switching companies (Aldieri and Cincera, 2009, Lemarié et al, 2001, McKelvey et al, 2003and Saxenian, 1990. Much of the information or knowledge being exchanged is tacit in nature (Audretsch, 1998).…”

Section: Informal Network Relationshipsmentioning

confidence: 99%

“…For instance, there has been a stream of research questioning the value of co-location or geographically proximate firms for firms' external learning. There has been research reporting no effect of geographic proximity on firm innovation (e.g., Ganesan et al, 2005 andTallman andPhene, 2007); there have also been studies suggesting that, although geographically proximate firms might be a useful group to turn to for knowledge acquisition, such value is not always fundamental and depends on contextual (e.g., Davenport, 2005, Lemarié et al, 2001and McKelvey et al, 2003 and firm (e.g., Folta, 2009 andWhittington et al, 2009) factors. We argue that one critical situational factor is the venture's international exposure from alliance partners.…”

mentioning

confidence: 99%

See 1 more Smart Citation

International exposure through network relationships: Implications for new venture internationalization

Fernhaber

2013

Journal of Business Venturing

147

126

View full text Add to dashboard Cite

Abstract:Drawing on the network literature and attention-based view, we examine the extent to which international exposure from key informal (geographically proximate firms) and formal (alliance partners) network relationships impacts new venture internationalization. Our findings are three-fold. First, international exposure from both types of network relationships positively influence new venture internationalization, and serve as substitutes for each other. Second, the effects differ based on the age of the venture. While older ventures benefit more from international exposure from alliance partners, younger ventures are more influenced by international exposure from geographically proximate firms. Third, our analysis confirms a three-way interactive effect of age and international exposure from informal and formal relationships on new venture internationalization.Keywords: New venture, Internationalization, Knowledge, Age Executive summaryThe importance of networking in the international context continues to escalate due to the increasing interdependencies between firms, countries and markets (Dunning, 1995). For new ventures that battle liabilities of foreignness and newness concurrently, the relevancy of networks is magnified even further (Johanson and Vahlne, 2009). Despite the growing literature stream on networks, there are three relatively ignored aspects of network relationships that could have significant implications for internationalizing ventures. First, although pioneering research on entrepreneurial networks has long recognized the differential benefits of informal versus formal networks (Birley, 1985), the implications of network relationship formality for internationalization remain understudied. Second, limited research has been conducted that moves beyond the extent of network relationships to alternatively consider the ability of those relationships to expose a venture to internationalization. International exposure is broadly defined as the extent to which a venture's management team comes into contact with international knowledge through prior experiences or network relationships. Third, it is unclear how the reliance on various network relationships potentially differs among younger and older ventures, despite the fact that the management literature frequently recognizes the evolutionary nature of ventures (e.g., Katz and Kahn, 1978, Lippitt and Schmidt, 1967, Quinn and Cameron, 1983and Scott, 1971).The purpose of this paper is to respond to these gaps in the literature. We explore if international exposure through informal and formal network relationships positively impacts the internationalization of new ventures, and if so, whether or not the relationship differs according to the age of the venture. The theoretical foundation for our research is the network literature supplemented by the attention-based view.Our analyses of 448 U.S.-based, high-growth ventures in high-technology industries offer a series of findings. First, international exposures from both formal (alliance partners) ...

show abstract

Section: Informal Network Relationshipsmentioning

confidence: 99%

mentioning

confidence: 99%

International exposure through network relationships: Implications for new venture internationalization

Fernhaber

2013

Journal of Business Venturing

147

126

View full text Add to dashboard Cite

show abstract

“…In this sector, new technological opportunities often emerge from small high-tech biotechnology firms, companies tend to engage in a wide array of relationships in order to build a 'radar-function' on new technologies. Therefore, given the technological challenges, opportunities and costs of bringing new products to the market, companies in these sectors are extensively involved in strategic alliances with a variety of external partners (Hall and Bagchi-Sen 2002;McKelvey, Alm, and Riccaboni 2003). In particular, large pharmaceutical firms are building a large portfolio of relationships.…”

Section: Samplementioning

confidence: 99%

Complementarity in alliance portfolios and firm innovation

Sabidussi

Lokshin

Duijsters

2017

Industry and Innovation

View full text Add to dashboard Cite

This paper assesses the impact on firm innovation of combining alliance-specific and partner-specific attributes within a firm's alliance portfolio. In a panel data analysis of the innovation performance of 119 firms operating in the pharmaceutical industry during 1985-2007, we test whether firm's alliance portfolio displays complementarities across four dimensions. The results suggest that specific combinations of attributes may diminish innovation by decreasing the efficiency of diversity management or by generating redundancies. On the other hand, other alliance portfolio practices are mutually reinforcing and thus foster innovation.

show abstract

“…Previous studies have highlighted the importance and characteristic of strategic alliances in a context characterized by technological changes and emerging new technologies (Grant and Baden-Fuller, 2004). In effect, early-stage biotechnology companies secure backward vertical alliances with academia to get access to basic knowledge and state-of-the-art technologies and forward vertical alliances with large pharmaceutical companies to access to complementary assets, expertise and financial resources (Galambos and Sturchio, 1998;McKelvey et al, 2003). As such, competencies and expertise in key technologies have been rapidly developed in biotechnology companies through cooperative alliances.…”

Section: Strategic Alliancesmentioning

confidence: 99%

The Quest for Competitive Sustainability: From Technology Sourcing to Knowledge Management

Amir-Aslani¹

2009

Journal of Technology Management & Innovation

View full text Add to dashboard Cite

This study undertakes an analysis of external sourcing of knowledge by biotechnology companies. It suggests that biotechnology companies need to be more realistic about R&D operational models in a context where technological changes are only incremental and companies based solely on single technology platforms are highly inefficient. It is argued that in order to build, preserve or enhance their knowledge creation capabilities in a fast changing environment, firms increasingly combine internal ''core'' capabilities with externally acquired ''complementary'' ones. Knowledge creation requires in reaching the right balance between exploration and exploitation. It consists of activities within the firm in order to create knowledge from its own experience and from the experience of other firms, and on the exploitation of that knowledge to fulfill the mission of the firm. Thus, a biotechnology company's ability to choose technologies wisely will have a large impact on the performance of its R&D organization in terms of time to market, productivity, and product quality.

show abstract

Does co-location matter for formal knowledge collaboration in the Swedish biotechnology–pharmaceutical sector?

Cited by 168 publications

References 24 publications

International exposure through network relationships: Implications for new venture internationalization

International exposure through network relationships: Implications for new venture internationalization

Complementarity in alliance portfolios and firm innovation

The Quest for Competitive Sustainability: From Technology Sourcing to Knowledge Management

Contact Info

Product

Resources

About