Inter-partner process learning in collaborative R&amp;D—a case study from the telecommunications industry

Feller, Jan; Hirvensalo, Antero; Smeds, Riitta

doi:10.1080/09537280500063376

Cited by 20 publications

(14 citation statements)

References 10 publications

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“…The measure for the improved capability to manage collaborative R&D processes was developed based on a multiple case study reported in Feller et al (2004). This study identified several improvements in the collaborative R&D processes of alliance partners.…”

Section: Companies: 'Especially In the Beginning Of An Randd Alliance mentioning

confidence: 99%

“…The case study was explorative in nature, analysing inter-partner learning in two collaborative R&D projects within the Finnish telecommunications industry. The data collection involved interviews, business process simulations, debriefing sessions and follow-up interviews with project managers to verify the findings (for a more detailed description of the case studies, please see Feller, Hirvensalo, & Smeds, 2004). Overall, we interviewed 49 project team members and R&D managers individually.…”

Section: Data Collectionmentioning

confidence: 99%

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

Feller

Parhankangas

Smeds

et al. 2013

Organization Studies

106

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Previous research has maintained that the capacity to manage alliances is a distinct capability, defined as the ability to identify, negotiate, manage, monitor and terminate collaborations. This paper focuses on an important but hitherto neglected aspect of alliance capability by investigating how partnering firms may learn how to better manage their dyadic R&D collaborations. In particular, we seek to test the Nonaka and Takeuchi (1995) model of dynamic knowledge creation by establishing a link between the facilitation of four knowledge conversion processes -socialisation, externalisation, combination and internalisationand an improved capability to manage inter-organisational R&D processes. We specify and extend the model by identifying and testing several critical interactions between these knowledge conversion processes. Relying on data from 105 R&D partnerships in the global telecommunications industry, we suggest that the failure to support one of these knowledge conversion processes has the potential to hamper the proper functioning of the other knowledge conversion processes and thus the emergence of capability to manage dyadic R&D collaborations.

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Section: Companies: 'Especially In the Beginning Of An Randd Alliance mentioning

confidence: 99%

Section: Data Collectionmentioning

confidence: 99%

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

Feller

Parhankangas

Smeds

et al. 2013

Organization Studies

106

View full text Add to dashboard Cite

show abstract

“…The interventions of simulation workshops bring people from separate organizations together to share tacit knowledge, increase process understanding and shared domain knowledge between the participants, and facilitate collaborative exploration for evolutionary change (Haho, 2004). The simulation workshop enables the conversion of the participants' tacit process knowledge into shared explicit knowledge (Feller et al, 2005) by using boundary objects, such as visual process models (Levina and Vaast, 2005;Xu, 2009). The facilitator of the intervention supports the discussion towards a common goal and common understanding of the object of development, and helps to create change in the organizations (Weick and Quinn, 1999;Jaatinen and Lavikka, 2008).…”

Section: Creating Shared Domain Knowledge Between It Provider and Cusmentioning

confidence: 99%

A process for building inter-organizational contextual ambidexterity

Lavikka

Smeds

Jaatinen

2015

Business Process Management Journal

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Structured Abstract:Purpose -This study discovers a three-step process for building contextual ambidexterity into interorganizational IT-enabled service processes through developmental interventions. Design/methodology/approach -A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year. Findings -The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in (1) crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, (2) creating common understanding of the collaborative IT-enabled service processes, and (3) co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration. Originality/value -The study contributes to the understanding on the process of building interorganizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

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“…Therefore, Thai organisations which aspire towards innovation need to invest in building up their intellectual capital which include hiring, training, and retaining of staff as well as establishing knowledge management practices and facilities. It has been suggested that with respect to innovation, organisations will typically select partners with the right skills and technology in order to enhance their absorptive capability (Feller et al, 2005, Emden et al 2006.…”

Section: Discussion Of the Findingsmentioning

confidence: 99%

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

Laosirihongthong

Prajogo

Adebanjo

2013

Production Planning & Control

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Besides basic competitive priority (quality, cost, delivery, and flexibility), innovation has been recognised as one of the primary sources of competitive advantage for manufacturing industry to compete in global markets. This paper, therefore, presents an empirical study on the relationship between firm strategy, resources, and innovation performance. Drawing from the grounded theory of resource-based view, and using 218 responses from Thai production/operation managers, this paper shows that differentiation strategy had a positive relationship with both internal capital or internal resources (represented by knowledge and creativity management) and networks capital or external resources (represented by customer and supplier network). The findings also revealed that only internal capital had a positive effect on innovation performance. Finally, contributions to industry practitioner, academia, and national agency in supporting and promoting innovation are presented.

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Inter-partner process learning in collaborative R&D—a case study from the telecommunications industry

Cited by 20 publications

References 10 publications

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

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

A process for building inter-organizational contextual ambidexterity

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

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