Cooperative strategy

This article develops a classification scheme for mutual gain cooperative strategies between and among different organizations. The cooperative strategies considered are pool, exchange, de-escalate, and experiment/contingency. These cooperative strategies are considered in four types of game/market environmental life cycle situations: positive-sum growth, zero-sum mature, negative-sum decline, and transformable to positive-sum growth. Cases from domestic and international business, nonprofit and government organizations are illustrated. Literature examples from strategic management, evolutionary biology, game theory and ecosystems theory are synthesized and used as foundation and explanation. Positive and negative public policy implications of cooperative strategy are also considered. In most, but not all, cases, cooperative strategy appears to improve value-added efficiency in a wide variety of environments and situations.     

Strategies for Linking Vertical Cooperative R&D to Commercialization in Korea

Since 1982, the government of Korea has actively promoted vertical cooperative R&D programs between government-sponsored research institutes (GRIs) and private firms. A number affirms participated in the programs because cooperative R&D could lower the risk and could contribute to rapid commercialization of many technologies. In this article, Chulwon Lee, Zong-Tae Bae, and Jinjoo Lee examine the effectiveness of participant firms' strategies for commercial utilization of cooperative R&D results, from the viewpoint of technology sourcing at the project level. The data have been obtained from 162 cases of vertical cooperative R&D projects from a diverse group of industries in Korea. Three different commercialization strategies are empirically derived through cluster analysis of the relative usage rates of cooperative R&D and of other supplementary technology acquisition methods. They find that the effectiveness of these strategy clusters varies significantly according to the types of innovation, that is, project-business relatedness. If the project belongs to an existing business area, in-house development augmented cooperative R&D strategy is the most effective. On the other hand, licensing-in supplemented cooperative R&D strategy is the most successful, if the project belongs to a new business area. Findings suggest that firms participating in cooperative R&D projects should try to utilize other supplementary technology acquisition methods in order to achieve commercial utilization of cooperative R&D results.     

Joint ventures and competitive strategy

A framework for using joint ventures (and other forms of cooperative strategy) within varying competitive environments is constructed, and hypotheses are developed concerning the impact of particular industry traits upon firms' options in pursuing them. Industry examples illustrate the framework's hypotheses. In this framework, demand traits suggest what types of cooperative strategies are needed. Competitor traits suggest how firms will respond to these needs for cooperation. Since joint ventures can be inherently unstable organizational forms, it is important for managers to (1) select the right cooperative strategy option and (2) modify the autonomy from (and coordination with) sponsoring firms that ventures enjoy as their industry structures evolve. Familiarity with cooperative strategy options is important because (1) as growth slows, (2) as markets shrink or become crowded, (3) as industries become global, or (4) as technological change accelerates to speeds where individual firms cannot recover their initial investments, managers will have less margin for error. If managers do not learn how to use cooperative strategies advantageously their firms may encounter difficulties in delivering adequate value to their customers, replenishing their base of skills, and/or safeguarding their abilities to increase long-term shareholder value.     

供应商技术研发决策行为的演化博弈分析——基于技术外部性的视角

供应商在面向多制造商时研发共性技术还是研发专用技术？以此问题为基点,本文运用演化博弈论,在共性技术外部性、外部性引发价格战及政府干预治理情形下对供应商技术研发决策行为进行分析。研究发现：共性技术外部性的存在使得博弈演化稳定于由选择不同技术研发策略的供应商共存的均衡;在外部性引发价格战情形下,当外部性较强时,零部件降价幅度越大,供应商越倾向于选择研发专用技术,反之,当外部性较弱时供应商越倾向于选择研发共性技术;当考虑外部干预治理时,政府价格干预效果依该行为所引致的市场额外需求降低状况,而政府补偿干预有效引导着供应商选择共性技术研发策略。     

Stocking decisions for repairable spare parts pooling in a multi-hub system

This paper presents an analytical model for determining spare parts stocking levels in a single-item, multi-hub, multi-company, repairable inventory system in which complete pooling of stock is permitted among the hubs and companies. The objective is to minimize the total system cost which consists of inventory holding cost, downtime cost and transshipment cost. We develop an approximation method to compute the logistical system performance measures needed for calculating the cost function. To find the optimal stocking levels, a two-stage solution is proposed. In the first stage, the demands at all hubs are aggregated and treated as if occurring at a single location. The optimal number of total spare parts is determined by minimizing the sum of inventory holding cost and downtime cost. In the second stage, a heuristic procedure is developed to find the optimal allocation of the total spare parts to minimize the total transshipment cost.     

Cooperating with competitors: Patent pooling and choice of a new standard

I examine the efficiency of patent pooling in a setting that allows for the interplay between the standards process, in which owners of essential intellectual property (IP) develop a new product, and the subsequent pooling decision, in which IP prices are coordinated. If one of the IP owners is also the incumbent of a product that employs the current competing standard – referred to as overlapping ownership – then the relationship among the IP owners will be both vertical through their IP, and horizontal through their competing interests in the final products. Consumers are better off when IP owners cooperate, even when these owners are effectively competitors, because of lower prices and greater product variety. Consumers prefer, however, that the agreements not admit firms with overlapping ownership. These results inform antitrust policy on cooperative agreements among competitors.     

Using influence strategies to advance supplier delivery flexibility: The moderating roles of trust and shared vision

This study explores trust and shared vision moderate the relationship between the manufacturer's influence strategies and supplier delivery flexibility. The major components of this study are based on reviews of marketing research that focus on influence strategies and literature regarding supply chain flexibility. The results show that the request strategy has a negative effect on supplier delivery flexibility. The model predicts that trust and shared vision have an asymmetrical effect across recommendations, information exchange, and promises influence strategies. When the relationship contains a highly shared vision, a manufacturer's use of the recommendation influence strongly promotes supplier delivery flexibility, whereas the use of a promise strategy depresses supplier delivery flexibility. In contrast, an information exchange strategy will have a negative effect, but the promise strategy will have a positive effect on supplier delivery flexibility when trust is high. This paper contributes to guidelines for management on how to align their suppliers for delivery flexibility to respond quickly to customer demands.     

Strategy and strategic choice: The case of telecommunications

This paper outlines a model of organizational strategy that takes into account both the task ambiguity and concentration of the environment. A competitive strategy, in the sense as used in classical economics, is most suitable with low task ambiguity and concentration. When task ambiguity increases a shift to an innovative strategy can be expected. When concentration is high consolidative and cooperative strategies with respectively low and high ambiguity can be expected. These latter two strategies, in particular, tend to impose institutional and regulatory constraints upon firms, an aspect that is seriously neglected in the conventional business policy and strategic management literature. This model is illustrated using the case of the British telecommunications industry which has recently been subject to considerable regulatory and technical change. Implications for management are that strategy should be matched to environmental conditions as defined by task ambiguity and concentration. However, these dimensions are not fixed but enacted by firms in a particular industry. Implications for government are that a more contingent approach to regulation and de-regulation needs to be considered.     

Leveraging talent: spin–off strategy at Industrial Research

The formation of new businesses from research organisations has historically been seen as one of the more effective ways in which new knowledge and technology is commercialised. These spin–offs result from the transfer of people and intellectual property from the parent institution. It is the transfer of the tacit knowledge embodied in the human capital that differentiates this technology commercialisation mechanism from technology sale, licensing or joint ventures and alliances.
Science parks and cooperative centres associated with universities are examples used internationally of incubator environments designed to nurture spin–offs. In New Zealand, however, there have been very limited attempts to develop such incubators. However, one Crown Research Institute, Industrial Research, has recognised that developing a spin–off strategy is a valid way for it to leverage its intellectual property and motivate its scientific talent, in order to satisfy the institute's mandate to 'create benefit for New Zealand'.
It is rare to find studies of the spin–off activity focused primarily on the parent. This paper charts the development of Industrial Research's spin–off strategy over the past eight years from an unintentional consequence of restructuring and changing funding priorities, towards a purposive strategy requiring different management structures and processes. A three–stage model is developed to describe the spin–off strategy evolution and the risks, benefits and components of such a strategy are discussed.     

MULTIPROJECT STRATEGY AND SALES GROWTH: THE BENEFITS OF RAPID DESIGN TRANSFER IN NEW PRODUCT DEVELOPMENT

This paper explores the impact on sales growth of different product development strategies, especially an approach that focuses on the coordination of multiple projects that overlap in time and share critical components. The data for our analysis comes from the automobile industry, although the principles we discuss should apply to any industry where firms compete with multiple product lines and where the sharing of components among more than one distinct product is both possible and desirable. Some firms compete by trying to develop ‘hit’ products in isolation, with little or no reuse of components or coordination with other products. Another way to compete is to leverage a firm’s investment in new technologies across as many new products as possible as quickly as possible, while the technologies are still relatively new. This paper proposes a typology that captures this effect by categorizing product development strategies into four types: new design, rapid (or concurrent) design transfer, sequential design transfer, and design modification. An analysis of 210 projects from the automobile industry between 1980 and 1991 indicates that firms utilizing the rapid design transfer strategy—quickly leveraging new platform components across multiple projects–increased sales more than when they or their competitors did not use this strategy. The study’s results suggest that not only the sharing of technology among multiple projects but also the speed of technology leveraging are important to sales growth. © 1997 by John Wiley & Sons, Ltd.     

基于MA2IDDPG算法的异构多无人机协同突防方法

为了形成智能化异构多无人机协同突防策略，提出了基于多智能体异步模仿深度确定性策略梯度算法的异构多无人机协同突防方法。首先，基于典型DDPG方法，采用异步并行框架进行改进，提高经验的收集效率。其次，分别构建基于专家经验知识的牵引性奖赏函数和基于任务结果的描述性奖赏函数。再次，通过分阶段训练后，使得深度神经网络产生的协同突防策略能够快速达到专家经验知识水平后，进一步提高对抗水平。最后，在仿真实验中，构建了异构多无人机协同突防环境，对改进方法和典型DDPG方法的对抗效果进行了对比。实验结果表明，MA2IDDPG方法能够有效产生多无人机协同突防策略，并且在训练阶段表现更为稳定且对抗效果更优。所设计的创新性MA2IDDPG方法框架可有效应用于无人机群控制领域，特别是对异构无人机群的智能控制方法研究具有重要参考意义。     

Entry Strategies and Market Performance Causal Modeling of a Business Simulation

A key decision faced by marketing managers is the development of entry strategies for new markets. In addition to selecting which product market to enter, the manager must make decisions about the entry strategy itself. The entry strategy, whether managed actively or passively, affects the entrant's performance. In this article, Donna Green and Adrian Ryans discuss the three major components of an entry strategy: the timing of entry, the magnitude and areas of investment and the basis for competitive emphasis. They report that very little empirical research has focused on relationships between entry strategy and eventual product performance.     

The role of strategic alliances in high-technology new product development

The authors examined 905 new product innovations introduced since September 1988 to determine the influences on product innovativeness, with a specific interest in strategic alliances, or cooperative strategies. Findings suggest that single firms, horizontal cooperative strategies, small and mixed'sized firms, biochemical industries, cross-industry product offerings, cross-industry cooperations, the progression of time, and European firms tend to indicate significantly more innovative products. Implications are proposed for business practitioners and researchers with specific application to the diffusion of innovation.     

On strategic networks

In parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength. This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined.     

The ‘close but adversarial’ model of supplier relations in the U.S. auto industry

While cooperative buyer–supplier relations are an important source of sustainable competitive advantage, noncooperative behavior persists widely. This paper tests a model incorporating noncooperative behavior within a context of formal commitment, using data from the U.S. auto industry. This ‘close, but adversarial’ model appears to be reasonably well supported by the data, suggesting that even within professed cooperative buyer–supplier relationships adversarial behavior persists. In contrast, a small but significant minority of the relationships were found to be characterized by high levels of trust as well as informal commitment. The results suggest specific strategies for developing cooperative supplier relations. © 1998 John Wiley & Sons, Ltd.     

Operational performance of airlines: An extension of traditional measurement paradigms

This study presents a new approach for measuring operational performance, an important facet of performance missing in the current literature concerned with international airline strategy. International performance assessments of airlines from published financial information are difficult, because (1) most airlines lease a substantial fraction of their aircraft, and (2) different accounting and taxation rules in various countries result in different impacts of leased assets on profit and balance-sheet information. A possible solution are nonfinancial data. For example, the number of available ton kilometers may reflect aircraft capacity more accurately than flight equipment depreciation. However, different units of measurement introduce new difficulties. Drawing on data from 15 airlines, this study utilizes 'Data Envelopment Analysis' as a technique to analyze and compare operational performance of airlines. The study concludes with an analysis of strategic factors of high profitability and performance in the airline industry.     

Sources of Durable Competitive Advantage in New Products

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.     

Network strategies and effects in an interactive context

This paper adopts the industrial marketing approach to investigate how companies strategize in networks, and to link network strategies to different effects. Based on a case study from the optical recording media industry, the paper finds five types of strategies: complementary, shared, copying, company-rooted, and challenging. Effects indicate how the focal company's strategies triggered reactions of various magnitudes and characteristics. Specifically, effects diverge from intentions among parties not considered in the strategy, and increasingly so the more confronting the strategy is. This implies that the kind of strategy matters for the effects. This paper contributes to the growing interest for strategizing in business networks through introducing a typology of network strategies and effects.     

Strategies of upward influence: A cross-national comparison of Hong Kong and American managers

This study compares American and Hong Kong Chinese strategies for advancing in organisations. Evaluated are the likelihood of using a particular strategy, the perceived risk associated with each strategy, and the ethical appropriateness of the strategy. Multivariate analysis of variance was used to determine overall differences. Univariate analysis of variance identified the particular strategies that differentiated the American and Hong Kong respondents. For example, the Hong Kong Chinese were more likely to use informal information networks. The Americans were more likely to employ more individual strategies, such as image management, in order to differentiate themselves from the competition in their organisation.     

A production/remanufacture model with returns’ subassemblies managed differently

This paper considers a production-remanufacturing inventory model for a single product, where constant demand is satisfied from the inventory of newly produced and remanufactured items. Although the available models in the literature imply that collected used units (or returns) are disassembled for recovery purposes, these models really do not treat them as such. Contrary, the returns are assumed to be recovered as whole units, perhaps, for simplicity. This assumption may not capture the benefits reaped from product recovery programs. This paper addresses this limitation in the literature and assumes that each unit of a used product is collected and disassembled into components, where these components are sorted into subassemblies, which are fed back into the production-remanufacturing process. The returned subassemblies are remanufactured and reassembled to represent a second source of as-good-as-new units of the end-product. For this multi-component inventory problem, the question that needs to be answered is whether, or not, extreme strategies of either pure remanufacturing or pure production are more economical than a mixed strategy (one that combines both strategies). A mathematical model is developed that accounts for the inventories of subassemblies. The results suggested that not accounting for the disassembled components of a product leads to inappropriate inventory decisions that are not environmentally sound.