Knowledge integration using product R&amp;D outsourcing in biotechnology

Kamuriwo, Dzidziso Samuel; Baden‐Fuller, Charles

doi:10.1016/j.respol.2016.02.009

Cited by 39 publications

(14 citation statements)

References 54 publications

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“…In the biotechnology sector, vertical alliances are more common and have a more significant positive impact on the development of innovations (Shin, Kim, & Park, 2016). However, the results of network participation are not similar, since the way the organization builds and coordinates its network influences the results obtained (Kamuriwo & Baden-Fuller, 2016).…”

Section: Inter-organizational Relationships In Bioindustrymentioning

confidence: 99%

Relacionamentos Interorganizacionais na Bioindústria Amazonense na Percepção dos Empresários

2019

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Resumo Diversas modalidades de relacionamentos foram adotadas nas reestruturações industriais como estratégia de sobrevivência e desenvolvimento das organizações. A bioindústria demanda parcerias dado o elevado investimento técnico-científico necessário, entretanto, dificuldades existem para concretizá-las no Brasil. Na Amazônia, onde a agregação de valor no uso dos recursos da sua biodiversidade tem elevada importância para o desenvolvimento sustentável regional, estudos apontam dificuldades de interação entre empresas da bioindústria, academia e governo. Compreender estas dificuldades motivou este estudo, que tem como objetivo analisar a percepção dos empresários acerca dos relacionamentos interorganizacionais na bioindústria amazonense. Realizou-se uma pesquisa qualitativa com treze empreendimentos cujos dados foram coletados utilizando network pictures, complementadas com entrevistas semiestruturadas. Ainda que relações de amizade, confiança, entre outros atributos, tenham sido identificados como os principais fatores relacionais e que a complementaridade de recursos seja o principal motivo das parcerias, os relacionamentos estão aquém do que se preconiza para afirmar a existência de uma rede de negócios. Estes resultados evidenciam também a necessidade proposições de ações estratégias para aproximação dos atores desta indústria.

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Section: Inter-organizational Relationships In Bioindustrymentioning

confidence: 99%

Relacionamentos Interorganizacionais na Bioindústria Amazonense na Percepção dos Empresários

2019

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“…The external mode firm, through its founders and managers, plays an integrative role in a network of partners organized to assemble and develop knowledge. The focal firm role involves raising money, helping with the design of studies in collaboration with partners (but not having wet bench scientists), in‐licensing of IP for further development, developing the network by recruiting partners (e.g., providing leadership that includes getting buy‐in on the innovation concepts from potential partners, making use of industry contacts and experience in recruiting partners) and managing the network (i.e., providing an overall governance structure and coordination to facilitate knowledge sharing and development and, finally, project managing the product development process from stage to stage), (Kamuriwo and Baden‐Fuller, ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Partners are recruited to provide specialist services, such as chemistry services providers or specialist testing laboratories. Other partner firms provide more‐complex services, which may cover a distinct value chain stage (Kamuriwo and Baden‐Fuller, ). The motivation to participate goes far beyond cash or future option payments.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The motivation to participate goes far beyond cash or future option payments. Some partners are motivated by being part of a much more valuable network of firms in which the focal firm can add value by communicating and transferring knowledge gained across the network (e.g., Nambisan and Sawhney, ; Kamuriwo and Baden‐Fuller, ). Large incumbents have knowledge already assembled for another purpose—where the knowledge is not being fully utilized or is quite complementary to that of the focal firm.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The strategic logic of the externally focused knowledge development mode also allows for quick access to new resources or new knowledge, particularly in fast‐paced environments (Kamuriwo and Baden‐Fuller, ; Volberda, ). Just as the internally focused knowledge development mode is associated with earlier commitment, the external mode offers flexibility that is associated with keeping choices open and thus affords strategic flexibility or speed to change course, a style that is associated with flexible options (McGrath, ; McGrath and MacMillan, , esp.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

See 2 more Smart Citations

Knowledge Development Approaches and Breakthrough Innovations in Technology‐Based New Firms

Kamuriwo¹,

Baden‐Fuller²,

Zhang³

2017

J of Product Innov Manag

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Compared to large established firms, technology-based new firms (TBNF) seem well placed to produce breakthrough innovations although questions remain as to their adeptness at subsequent exploitation. Building on the innovation and strategy literatures, the study identifies two different knowledge-development approaches or modes (business models) in TBNFs-internal versus external-and examines their relation to breakthrough innovation and subsequent progression of the product to market. The internal mode assembles knowledge inside the firm to generate its innovations, whereas the external mode relies heavily on alliances to develop and assemble knowledge among firms embedded in a creative network. The study uses a unique panel dataset of 69 UK new biotechnology firms over an 11-year period to explore this issue empirically. The findings show that the external knowledge-development mode is associated with more breakthrough innovations and a faster movement of innovations to market. The externally focused mode is not impeded by its relative lack of internal knowledge; it uses partners to access, assemble, and develop a wide scope of knowledge in a flexible manner. In addition, partners provide deep domain expertise to undertake the requisite deep-dives. In contrast, the internal mode has the huge challenge of assembling knowledge resources internally and suffers from a quicker onset of path dependence that impedes the generation of breakthroughs. This study provides a choice of business models (internal or external) that is associated with different breakthrough and speed to market performance outcomes. Going forward, policy makers and managers seeking breakthrough innovations, and speedy progression of the innovations to market should consider the potential resource efficiency of the external mode and the vital role played by collaborations-small firm versus large firm and private versus public entities.

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Bioprospecting Model for a New Colombia Drug Discovery Initiative in the Pharmaceutical Industry

Bueno¹,

Ritoré²

2019

Analysis of Science, Technology, and Innovation in Emerging Economies

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Knowledge integration using product R&D outsourcing in biotechnology

Cited by 39 publications

References 54 publications

Relacionamentos Interorganizacionais na Bioindústria Amazonense na Percepção dos Empresários

Relacionamentos Interorganizacionais na Bioindústria Amazonense na Percepção dos Empresários

Knowledge Development Approaches and Breakthrough Innovations in Technology‐Based New Firms

Bioprospecting Model for a New Colombia Drug Discovery Initiative in the Pharmaceutical Industry

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