How Companies Learn to Collaborate: Emergence of Improved Inter-Organizational Processes in R&amp;D Alliances

Feller, Jan; Parhankangas, Annaleena; Smeds, Riitta; Jaatinen, Miia

doi:10.1177/0170840612464758

Cited by 87 publications

(122 citation statements)

References 141 publications

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“…2 We thank one of the reviewers for highlighting differences between a theory and a model. Examples include alliances and sourcing relationships (Bastl et al 2012;Feller et al 2013). Examples include alliances and sourcing relationships (Bastl et al 2012;Feller et al 2013).…”

Section: Background: Interorganizational Cooperation and Performance mentioning

confidence: 99%

Interorganizational Performance Management: A Co‐evolutionary Model

Fenema

Keers

2018

Int J Management Reviews

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Making interorganizational cooperation successful proves a daunting task. While current approaches to interorganizational performance management (PM) highlight why interorganizational cooperation matters and which phases are required, it remains silent on the dynamics of interorganizational PM. That is, how can PM evolve with and contribute to interorganizational cooperation. The purpose of this paper is to increase understanding of interorganizational PM. To this end, it develops a structure and process foundation of interorganizational value creation, and it provides a model that shows how processes of organizational and interorganizational PM co‐evolve. The study starts by providing insight into differences between organizational and interorganizational PM. It then presents five approaches pertaining to performance in interorganizational cooperation. The paper distinguishes strategic–economic, PM, supply‐chain management, organizational and marketing approaches. These approaches are related from a structure and process angle and are used to develop a co‐evolutionary model of interorganizational PM. The resulting conceptualization has implications for research on new modes of complex and heterogeneous interorganizational value creation. The paper elaborates on these implications, pointing to new directions for future PM research.

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Section: Background: Interorganizational Cooperation and Performance mentioning

confidence: 99%

Interorganizational Performance Management: A Co‐evolutionary Model

Fenema

Keers

2018

Int J Management Reviews

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“…In collaborative projects, management must go beyond each individual company and reach the entire consortium, so the ability to transfer best practices is critical to build competitive advantages (Szulanski, 1996) in alliances for several projects or development programs. Accordingly, the ability to identify, negotiate, manage, monitor and configure final collaborations allows firms a capability to learn from selfmanaged partnerships (Feller et al, 2013).…”

Section: Managing a Randd Collaborative Projectmentioning

confidence: 99%

ENHANCING THE OUTCOMES IN R&D COLLABORATIVE PROJECTS: AN EMPIRICAL ANALYSIS OF THE MIDDLE EBRO VALLEY IN SPAIN

Oliva

Sánchez

Berges-Muro

2016

Int. J. Innov. Mgt.

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The collaboration for developing research and development (R&D) projects highlights the importance to access new external knowledge. Drawing from a mixed-methods approach in a sample of projects carried out by Spanish firms, our key findings show that every project´s dimension of absorptive capacity is related to collaborative performance in different ways.Organisations with capability difficulties to transform external knowledge enhanced their R&D projects´ outcomes by collaborating more intensively. However it is the ability to exploit that external knowledge into innovation which could be the key to obtain outcomes and support to R&D programs. The regional particularities have showed new ways to collaborate due to the innovation culture in the Middle Ebro Valley.

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“…Even if developers use models, more open sharing of such models would promote knowledge exchange to improve designs [30]. …”

Section: Discussionmentioning

confidence: 99%

A passive cold storage device economic model to evaluate selected immunization location scenarios

Norman

Nourollahi

Chen

et al. 2013

Vaccine

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Background The challenge of keeping vaccines cold at health posts given the unreliability of power sources in many low- and middle-income countries and the expense and maintenance requirements of solar refrigerators has motivated the development of passive cold storage devices (PCDs), containers that keep vaccines cold without using an active energy source. With different PCDs under development, manufacturers, policymakers and funders need guidance on how varying different PCD characteristics may affect the devices’ cost and utility. Methods We developed an economic spreadsheet model representing the lowest two levels of a typical Expanded Program on Immunization (EPI) vaccine supply chain: a district store, the immunization locations that the district store serves, and the transport vehicles that operate between the district store and the immunization locations. The model compares the use of three vaccine storage device options [(1) portable PCDs, (2) stationary PCDs, or (3) solar refrigerators] and allows the user to vary different device (e.g., size and cost) and scenario characteristics (e.g., catchment area population size and vaccine schedule). Results For a sample set of select scenarios and equipment specification, we found the portable PCD to generally be better suited to populations of 5,000 or less. The stationary PCD replenished once per month can be a robust design especially with a 35L capacity and a cost of $2,500 or less. The solar device was generally a reasonable alternative for most of the scenarios explored if the cost was $2,100 or less (including installation). No one device type dominated over all explored circumstances. Therefore, the best device may vary from country-to-country and location-to-location within a country. Conclusions This study introduces a quantitative model to help guide PCD development. Although our selected set of explored scenarios and device designs was not exhaustive, future explorations can further alter model input values to represent additional scenarios and device designs.

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How Companies Learn to Collaborate: Emergence of Improved Inter-Organizational Processes in R&D Alliances

Cited by 87 publications

References 141 publications

Interorganizational Performance Management: A Co‐evolutionary Model

Interorganizational Performance Management: A Co‐evolutionary Model

ENHANCING THE OUTCOMES IN R&D COLLABORATIVE PROJECTS: AN EMPIRICAL ANALYSIS OF THE MIDDLE EBRO VALLEY IN SPAIN

A passive cold storage device economic model to evaluate selected immunization location scenarios

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