The Management of Social Capital in R&amp;D Collaboration

Omta, S.W.F.; Rossum, Wouter van

doi:10.1007/978-1-4615-5027-3_20

Cited by 18 publications

(17 citation statements)

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“…Some of the possible problems related to teamwork are: conformity and obedience (Asch, 1956; Milgram, 1965), which make people give up expressing their own ideas; groupthink (Janis, 1972), which leads people to quickly converge toward one idea without appropriately exploring other possibilities; and group polarization (Isenberg, 1986), which results in ingroup–outgroup dynamics; but open innovation teams are confronted with further problems, such as finding external partners (Omta and van Rossum, 1999; Salter et al, 2014). The selection of external cooperators requires a careful evaluation of partners’ characteristics and a punctual analysis of potentials and risks referring to the collaboration.…”

Section: Conclusion and Further Considerationsmentioning

confidence: 99%

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

et al. 2018

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The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

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Section: Conclusion and Further Considerationsmentioning

confidence: 99%

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

et al. 2018

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“…This way culture could be incorporated directly as an independent variable in the analysis. A third possible explanation could be what Omta and Van Rossum (1999) called the 'dark side of cooperation'. In ten leading R&D firms they noted the negative effects of being embedded due to social liability, e.g.…”

Section: Test 2camentioning

confidence: 99%

The organization of transactions: research with the Trust and Tracing game

Meijer

Hofstede

Omta

et al. 2008

Journ. Chain and Network Sc.

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This paper presents empirical results of research on the influence of social aspects on the organization of transactions in the domain of chains and networks. The research method used was a gaming simulation called the Trust and Tracing game in which participants trade commodity goods with a hidden quality attribute. Previous sessions of this gaming simulation identified a list of variables for further investigation (Meijer et al, 2006). The use of gaming simulation as data gathering tool for quantitative research in supply chains and networks is a proof-of-principle. This paper shows results from 27 newly conducted sessions and previously unused data from 3 older sessions. Tests confirmed the use of network and market modes of organization. Pre-existing social relations influenced the course of the action in the sessions. Being socially embedded was not beneficial for the score on the performance indicators money and points. The hypothesized reduction in measurable transaction costs when there was high trust between the participants could not be found. Further analysis revealed that participants are able to suspect cheats in a session based on other factors than tracing. Testing hypotheses with data gathered in a gaming simulation proved feasible. Experiences with the methodology used are discussed.Keywords: gaming simulation, social relations, trust, transactions, supply networks 1. Introduction Chain and network sciences is a stream of research that focuses on an application domain rather than on an aspect domain. Aspects to be investigated range from pure technology to social relationships. A typical consumer good has been traded in a series of transactions before it reaches the consumer. The sequential businesses involved in the supply of the good can be viewed as one supply network. Focusing on the actual route of a particular product through the network identifies the supply chain of this good. Typically, the aspects are not investigated independently but in an interdisciplinary approach. Interdisciplinary research requires research methods suited for studying multiple aspects simultaneously. Meijer et al (2006) presented a gaming simulation that made participants learn about transactions and embeddedness in a trade network. In the discussion the authors identified a need to collect more data to answer specific questions about what drives the course of the game sessions. They listed a series of variables that could be of value for research in the simulated supply network. The current paper is the result of continued research into the variables identified using the Trust and Tracing game (T&T game) by playing 27 additional sessions and using quantitative data analysis.The next section describes the methodological contribution. The current paper is showing a proof-of-principle of using a gaming simulation for quantitative research in the chain and network domain. Section 3 introduces the theoretical framework and hypotheses, based on New Institutional Economics. Materials and methods are in Section ...

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“…Omta and Van Rossum (1999), Gibson et al (2002), and Hillenbrand and Biemans (2003) state that currently innovations are increasingly developed in 'open' network-oriented structures. Omta and Van Rossum (1999), Gibson et al (2002), and Hillenbrand and Biemans (2003) state that currently innovations are increasingly developed in 'open' network-oriented structures.…”

Section: Cooperation In Innovationmentioning

confidence: 99%

Entrepreneurial innovation in chains and networks in Dutch greenhouse horticulture

Pannekoek

Kooten

Kemp

et al. 2005

Journal on Chain and Network Science

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This paper focuses on the critical success factors in entrepreneurial innovation, and the role of cooperation with chain partners, knowledge institutions and colleague firms in the Dutch glasshouse industry. This industry, typified by a large number of family-owned entrepreneurial firms, is generally acknowledged as one of the world leaders in horticultural production and trade. Not only are the auctions of Aalsmeer and Naaldwijk among the most important horticultural auctions in the world, but the knowledge of cultivation techniques is also highly developed in the Netherlands. In order to maintain its leading position and to compete successfully with low-cost countries, Dutch horticulture is constantly reinventing itself. If we take a closer look, however, we see that only a limited number (3%) of the Dutch glasshouse companies actually take the lead in innovation. Using expert advice, we selected the 74 most successful innovative companies to be included in this study, of which 44 companies were willing to participate. In 2004, all the participating companies were visited. In total 139 innovations were analysed, using a combination of half-structured in-depth interviews with the glasshouse entrepreneurs and a structured questionnaire based on 10-point Likert scales. The entrepreneurs were asked to fill out the questionnaire for their most and least successful innovations. As expected, more successful (87) than failed innovations (52) were reported. Our results show that the characteristics demonstrated by the innovative entrepreneurs are essential for success in innovation. The innovative entrepreneur has a strategic vision of how to serve the market and create value. Also, team communication was extremely important. Successful entrepreneurs maintain an open atmosphere and show real commitment to the innovation process. They are in contact with a diverse network of business relations to develop innovations. Intensifying the network relations, e.g. by clustering glasshouse companies, leads to more successful innovation. The more firms in the horticultural production chain were actively involved in the innovation process, the bigger the chances of success. This was especially true for firms downstream toward the market.

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The Management of Social Capital in R&D Collaboration

Cited by 18 publications

References 0 publications

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

The organization of transactions: research with the Trust and Tracing game

Entrepreneurial innovation in chains and networks in Dutch greenhouse horticulture

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