Staying the Course: Strategic Collaboration for Small, High Tech Firms

Dickson, Keith; Coles, Anne‐Marie; Smith, Helen Lawton

doi:10.1002/(sici)1099-1662(199703)4:1<13::aid-sbe72>3.0.co;2-3

Cited by 3 publications

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“…On the other hand, things often go wrong as innovation itself is inherently uncertain and risky. Collaboration introduces extra risks, requires extra resources, is hampered by information asymmetries and communication difficulties, and involves increased degrees of unpredictability [3]. A very high proportion of co-operative R&D ventures fail to meet expectations, so much so that losses incurred can adversely affect the profitability of one or more partner [22].…”

Section: Collaboration and Acquisition Of New Technologymentioning

confidence: 99%

“…Arising from several studies of inter-firm collaboration [2,3,5], it is possible to summarize a set of critical factors than influence the success of inter-firm collaborations. They are presented below (Table 1) as a pre-curser to the consideration of wider geographical contextual concepts by which they may be mediated.…”

Section: Collaboration and Acquisition Of New Technologymentioning

confidence: 99%

“…This paper focuses on a particular form of acquisition of new technologies from other firms -that of inter-firm collaboration. The paper uses evidence from two studies of the same set of collaborating firms five years apart [2,3] to examine the conduct of collaborations over time across different contexts.…”

Section: Introductionmentioning

confidence: 99%

“…In industries characterised by high levels of innovation there is no option for large and small firms but to compete and collaborate at the international scale [3,4,5]. Collaboration as a form of commitment operating at different spatial scales creates what Swyngedouw [6] has called changing 'sociospatial relationships' in which new arrangements embody a set of power relations and norms of co-operation.…”

Section: Introductionmentioning

confidence: 99%

“…Thus firms wishing to enter or expand their presence in particular markets through collaboration need first to learn from their partner what is necessary to service customers in that market. Small firms can fall into the trap of being technology driven and develop products that are over-specified and too expensive for what can be a limited market niche [3]. The fifth is particularly important in international collaborations where each partner's domestic regulatory environment differs.…”

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confidence: 99%

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Geo-cultural influences and critical factors in inter-firm collaboration

Smith¹,

Dickson²

2003

IJTM

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Abstract:Inter-firm collaboration and other forms of inter-organisational activity are increasingly the means by which technological innovation occurs. This paper draws on evidence from two studies of the same set of firms to examine the conduct of collaborations over time across different contexts. The purpose is to examine the critical factors associated with successful collaboration and explore the importance of the geo-cultural context in understanding the conduct of inter-firm collaboration.The conceptual framework draws on two main sources: -Storper's concept of 'conventions' of identity and participation and Lorenz's classification of different types of knowledge. These are used to indicate the kinds and sources of adjustments required for successful collaboration.

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Section: Collaboration and Acquisition Of New Technologymentioning

confidence: 99%

Section: Collaboration and Acquisition Of New Technologymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Geo-cultural influences and critical factors in inter-firm collaboration

Smith¹,

Dickson²

2003

IJTM

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Firm Heterogeneity in Biotech: Absorptive Capacity, Strategies and Local-Regional Connections

Bagchi‐Sen

Smith

2013

European Planning Studies

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This paper focuses on the characteristics of biotech firms with various levels of R&D activity. It does this by exploring the relationship between R&D intensity, alliances and the extent of regionalisation of firms' activities using evidence from a survey of US-based biotechnology firms. We profile two firm prototypes: research oriented firms and product oriented firms, focusing on their characteristics, strategies, and operations. These include activities devoted to exploration and exploitation through alliances with universities (more exploration) and with pharmaceutical companies (exploration and exploitation), and locational needs which facilitate both exploration and exploitation.

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Technological Entrepreneurship and Firm Strategy: The Development and Commercialization of the Ballard Fuel Cell

Peters¹,

Coles²

2010

The International Journal of Entrepreneurship and Innovation

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An entrepreneurial strategy has been identified as playing a key role in radical innovation due to the risk-taking nature of the entrepreneurial firm. However, less attention has been paid to the factors that are critical to the success of such innovations by small firms in which these occur. The Schumpeterian idea of visionary individuals who can both operate in the world of advanced engineering and take on a business role as part of a global industry still appears to be essential. This article focuses on the fate of one such individual, Geoffrey Ballard, who has played a pioneering role in developing and commercializing fuel cells for vehicle propulsion.

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Staying the Course: Strategic Collaboration for Small, High Tech Firms

Cited by 3 publications

References 0 publications

Geo-cultural influences and critical factors in inter-firm collaboration

Geo-cultural influences and critical factors in inter-firm collaboration

Firm Heterogeneity in Biotech: Absorptive Capacity, Strategies and Local-Regional Connections

Technological Entrepreneurship and Firm Strategy: The Development and Commercialization of the Ballard Fuel Cell

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