Joint ventures: Theoretical and empirical perspectives

Kogut, Bruce

doi:10.1002/smj.4250090403

Cited by 2,636 publications

(1,779 citation statements)

References 25 publications

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“…The strategy literature has documented many of the potential advantages gained from collaborative activity (e.g., Kogut, 1988;Hagedoorn, 1993;Gulati, 1998), but as many have observed, the opportunity costs associated with downstream partnerships are also non-negligible. When a biotechnology firm (or any other company) enters an alliance with a downstream partner, it will cede some proportion -very often, the majority -of the rents to the strategic partner.…”

Section: Alliance Chainsmentioning

confidence: 99%

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

2007

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Section: Alliance Chainsmentioning

confidence: 99%

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

2007

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“…Although, as has been described above, partnerships are necessary for innovation, many joint ventures and other strategic alliances fail (Park and Russo, 1996;Kogut, 1988;Porter, 1987). The high rate of failure of alliances is attributed to a lack of cooperation and the opportunistic behavior of partners (Das and Teng, 1998).…”

Section: Unintended Knowledge Flowsmentioning

confidence: 97%

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

Sawers¹,

Pretorius

Oerlemans

2008

Technovation

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This paper focuses on technological collaboration between small and large firms. It is argued that such collaborations can be beneficial for both types of partner, but that small firms often are confronted by the hazards of collaboration as these relationships are typically asymmetric. As a result of this, knowledge embodied in the dynamic (strategic, internal and external) capabilities of SMEs can flow unintentionally to the larger partner.If this occurs, the collaboration would be less successful from the SMEs' point of view.Next, it is proposed that the use of formal and informal safeguards can protect technology innovative SMEs against such knowledge flows. This paper examines to what extent is the number of dynamic capabilities of SMEs associated with partnership success and to what extent is this relationship influenced by the number of safeguards used by the SMEs? A sample of 43 technology innovative SMEs was interviewed by means of a structured questionnaire. Logistic regression analysis was conducted to determine the relationship between the number of dynamic capabilities on the one hand and partnership success on the other. Moreover, the impact of (in)formal safeguards on this relationship openUP was analyzed. The research found that SME's strategic and internal capabilities are negatively associated with partnership success, whereas external capabilities are positively related. The inclusion of safeguards turned out to produce the hypothesized effects. The paper shows, therefore, that unintentional knowledge flows from the SME to the larger partner can be prevented by putting in place formal and informal protection mechanisms.

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“…In the study of university-firm alliances for organizational learning and new knowledge development, researchers have mainly focused on the issues of facilitating factors of university-firm alliances (Geisler, 1995;Cassiman and Veugelers, 2002;Santoro and Chakrabarti, 2002;Tether, 2002;Fontana et al, 2006); finding structural or firm-level contingencies for preferring university over private firm partners for R&D alliances (Teece, 1985;Kogut, 1988;Rosenberg and Nelson, 1994;Berkovitz and Feldman, 2005); the role of the government in galvanizing alliance formations (Capron and Cincera, 2003;Mohnen and Hoareau, 2003;Eom and Lee, 2010); and developing the legal and governance framework of such alliances (Cassiman and Veugelers, 2002). However, to many universities in Japan, Germany, France, Italy, Spain, and Scandinavia, a lingering question is: how to attract major multinational enterprises (MNEs) for their university-firm alliance projects.…”

Section: Feed-forward and Feedback Learningmentioning

confidence: 99%

The Use of Feed-forward and Feedback Learning in Firm-University Knowledge Development: The Case of Japan

Oh¹

2012

KTIS

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The problem Japanese universities face is exactly the same as that of German universities: no international recognition in world rankings of universities despite their high levels of postwar economic and technological developments. This was indeed one reason why world-class Japanese firms, such as Toyota and Sony, have avoided working closely with Japanese universities for R&D partnership and new technology commercialization. To resolve this problem, the Japanese government has continuously implemented aggressive policies of the internationalization, privatization, liberalization, and privatization of universities since the onset of the economic recession in 1989 in order to revitalize the Japanese economy through radical innovation projects between universities and firms. National projects of developing medical robots for Japan's ageing society are some of the ambitious examples that emphasize feed-forward learning in innovation. However, this paper argues that none of these programs of fostering university-firm alliances toward feed-forward learning has been successful in promoting the world ranking of Japanese universities, although they showed potentials of reinforcing their conventional strength of introducing kaizen through feedback learning of tacit knowledge. It is therefore argued in this paper that Japanese universities and firms should focus on feedback learning as a way to motivate firm-university R&D alliances.

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Joint ventures: Theoretical and empirical perspectives

Cited by 2,636 publications

References 25 publications

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

The Use of Feed-forward and Feedback Learning in Firm-University Knowledge Development: The Case of Japan

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