Playing the collaboration game right—balancing trust and contracting

Blomqvist, Kirsimarja; Hurmelinna, Pia; Seppänen, Risto

doi:10.1016/j.technovation.2004.09.001

Cited by 238 publications

(220 citation statements)

References 38 publications

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“…Cooperation is defi ned as a relationship in which individuals, groups and organizations interact through the sharing of complementary capabilities and resources, or leveraging these for the purpose of mutual benefi t. 32,36 From a supply chain perspective, 37 -39 cooperation is defi ned as similar, complementary, coordinated activities performed by fi rms in a business relationship to produce superior mutual outcomes. Canegallo et al argue that human beings usually cooperate more than would be expected in terms of the maximization of purely selfi sh utility functions.…”

Section: Cooperationmentioning

confidence: 99%

A study of inter-firm dynamics between competition and cooperation – A coopetition strategy

Osarenkhoe

2010

J Database Mark Cust Strategy Manag

112

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Section: Cooperationmentioning

confidence: 99%

A study of inter-firm dynamics between competition and cooperation – A coopetition strategy

Osarenkhoe

2010

J Database Mark Cust Strategy Manag

112

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“…The challenge when partnering is to share sufficient skills such that an advantage is created for the partners versus companies not part of the partnership, without transferring core skills to the partner. Companies must, therefore, develop safeguards against unintended transfers of information (Blomqvist et al, 2005;Hamel et al, 1989).…”

Section: Unintended Knowledge Flowsmentioning

confidence: 99%

“…The reasoning is that the more dynamic capabilities an SME has, the more vulnerable it will be to having these appropriated by a large company (see Cuganesan et al, 2006;Blomqvist et al, 2005, for empirical examples). Since dynamic capabilities are reflections of the knowledge SMEs have, one can argue that SMEs possessing richer bundles of dynamic capabilities have more difficulty monitoring and controlling them, which could lead, due to the specific characteristics of the commodity knowledge, to an unintended flow to the larger partner in the collaboration.…”

Section: Unintended Knowledge Flowsmentioning

confidence: 99%

“…As stated by Hamel et al (1989) and Blomqvist et al (2005), there is a need to put in place safeguards to reduce the possibility of unintended knowledge flows-and this is especially important for an SME. From a theoretical perspective, this need for safeguards can be grounded in the transaction cost approach.…”

Section: Protecting Smes Against (Un)intended Knowledge Flows: the Efmentioning

confidence: 99%

“…The literature has recognized these appropriation concerns (Dekker, 2004) and proposed a number of so-called governance or safeguarding mechanisms (Blomqvist et al, 2005;Jeffries and Reed, 2000), which enables parties in collaborations to protect their interests. Ouchi (1979) describes three control mechanisms, namely a market mechanism, a bureaucratic mechanism (hierarchical governance), and an informal social mechanism (network or clan governance).…”

Section: Protecting Smes Against (Un)intended Knowledge Flows: the Efmentioning

confidence: 99%

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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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Customer and Supplier Collaboration in Green Product Innovation: External and Internal Capabilities

2018

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Firms collaborate in green product innovation to develop products with less environmental impact. These products typically use less energy, have lower emissions and incorporate more environmentally friendly materials. In an industrial setting, firms often collaborate along the supply chain with customers and suppliers. This paper focuses on external and internal capabilities that firms need when collaborating in green product innovation. The paper builds on data from five large industrial firms in ten case studies, in which these firms collaborate with customers and suppliers to innovate green products to an industrial market. External and internal capabilities are investigated. The study points to the importance of finding a suitable partner. Partners need to have environmental expertise and contribute knowledge or technology that is new to the firm. Firms need to combine relational capabilities, such as trust, with contractual agreements in collaborative innovations. The findings point to the importance of knowledge management with the partner as well as internally in the firm. The study shows that no partner collaboration operates in isolation but is situated in a network context. Copyright © 2018 John Wiley & Sons, Ltd and ERP Environment

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Playing the collaboration game right—balancing trust and contracting

Cited by 238 publications

References 38 publications

A study of inter-firm dynamics between competition and cooperation – A coopetition strategy

A study of inter-firm dynamics between competition and cooperation – A coopetition strategy

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

Customer and Supplier Collaboration in Green Product Innovation: External and Internal Capabilities

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