How to learn in R&D partnerships?

In this article a set of determinants of organisational learning and result appropriation are identified and then tested on a sample of Research and Development (R&D) consortia. The literature review and an exploratory case study highlight the main factors which favour learning and the appropriation of knowledge. The case study observes the organisational learning processes at work in three R&D partnerships entered into by a European high technology firm.
Six hypotheses are formulated. They pertain to the link between the firm's learning and exploitation capabilities. The hypotheses relate to (1) trust between partners, (2) R&D integration in the firm, (3) the access to adequate complementary assets, (4) the member's involvement and motivation in the cooperative process, (5) its own experience in R&D, and (6) the number of partners in the consortium. These hypotheses are tested on a sample of 317 R&D consortia in the European EUREKA initiative.
The results show that a firm's internal organisation and the level of trust between partners influence learning and result appropriation. However, the determinants vary according to the kind of outcome (tangible knowledge, new products/processes, improved products/processes, intangible knowledge). With the knowledge that alliances are increasingly becoming a necessity for firms involved in technology, a better understanding of how to benefit from R&D partnerships can only improve firms' competitiveness in the future.     

Cheddar or Swiss? How strong are your barriers?

This article describes a company's experience with process safety metrics and describes systematic methods to improve safety performance. As a result of a major accident, an internal investigation identified that although a site may have numerous measures for tracking operational and safety performance, these measures may not focus on leading indicators that could provide early warning of potential major incidents. To systematically reduce incidents, especially, low probability high consequence process safety events, it is necessary to focus on prevention and specifically the strength of the barriers. The approach described in this article, therefore, aims to create a combination of Process Safety Performance Indicators that lead to stronger more robust barriers. While industrial history tells us that such high consequence events are infrequent, this significant process safety risk is always present in production operations, and thus needs to be continuously assessed and reduced through systematic safety management. Within one company, this recognition has resulted in a substantial strengthening of process safety risk management through a more comprehensive system of controls embedded within its new Operating Management System, which is being implemented at the site level across all of its operations globally. This article explores the ongoing methodology and approach being used to select a limited but crucial set of Process Safety Performance Indicators to enable effective measurement and the appropriate management of process safety performance. © 2009 American Institute of Chemical Engineers Process Saf Prog, 2009     

How many franchises in a market?

This paper studies how firms use their number of franchises as a strategic tool. Firms can commit to high output by creating many franchises. However, signing a single franchise contract with a low wholesale price is an equally effective way to generate output. The value of granting many franchises is undercut when firms can sign contracts afterwards, so firms place only a single franchise in a market. This finding reverses previous results which did not model contracts. The same issues arise in international competition policy, where countries use anti-trust policy to affect their number of exporters and use subsidies to affect the choices of exporters.     

How Much Do Employers Learn from Referrals?

This paper tests the hypothesis that referrals from various sources provide employers with more information about job applicants than they would have with‐out a referral. The study uses data that contain information on two workers in the same job, allowing the differences in job and firm characteristics to be canceled out and controlling for the possibility that workers with referrals from different sources (or no referral at all) sort into jobs that put different weights on individual performance. The estimation results are consistent with referrals from current employees providing employers with more information than they would have otherwise. Additionally, it appears as though hiring through friends or relatives of the employer may involve some favoritism that results in employers either collecting less information than they would otherwise or ignoring information when setting wages. The study finds weak evidence consistent with referrals from other firms or labor unions providing useful information, and no evidence that referrals from community organizations or other sources have any effect.     

How does social orientation influence R&D-marketing collaboration?

Social orientation refers to the extent to which members of an organization are provided with opportunities to have private social contacts and activities outside their work settings. Based upon social interaction and communication flows perspectives, the present research constructs a model depicting the relationships among social orientation, organizational citizenship behavior, R&D-marketing collaboration, and the process performance of new product development program. The empirical results support most hypotheses posited by the authors. In particular, the relationship between social orientation and R&D-marketing collaboration is found to be mediated by organizational citizenship behavior (i.e., helping behavior and civic virtue), and social orientation has no direct effect on the collaboration.     

How does strategic orientation matter in Chinese firms?

As China continues to transition toward a market economy, how strategic orientation affects firm performance has received significant attention. This article reviews the extant literature with a framework that depicts contemporary work on strategic orientation, the drivers of strategic orientation, and its boundary conditions. We identify important research gaps and propose to integrate institutional theory, dynamic capability perspective, and the knowledge-based view within the strategic orientation research stream for future investigations.

How do international joint ventures create shareholder value?

This study attempts to identify conditions under which announcements of international joint venture (JV) formation lead to increases in shareholder value of participating U.S. firms. It does so by combining the singular theoretical foci of previous work on the topic and specifying previously unconsidered, but conceptually important, influences on firms' expected JV performance. The study's findings indicate support for the hypothesized effect of variables in partners' task‐related, competitive, and structural context(s), but not those in these firms' partner‐related and institutional context(s). Specifically, partner–venture business relatedness, the pursuit of R&D‐oriented activity, greater equity ownership, and large firm size, all are found to have a positive impact on firms' JV‐based value creation. Although this study finds support for the performance impact of firm‐level competition, the direction of this impact is contrary to that hypothesized. No support is found for hypothesized effect of partner–partner business relatedness, previous JV experience, partners' relative firm size, (national) cultural relatedness, and JV host country political risk. Copyright © 2000 John Wiley & Sons, Ltd.     

Shareholders and stakeholders: How do directors decide?

This study examines how directors make decisions that involve shareholders and other stakeholders. Using vignettes derived from seminal court cases, we construct an index of directors' shareholderism as a general orientation on this issue. In a survey of the entire population of directors and CEOs in public corporations in one country, we find that directors' personal values and roles play an important part in their decisions. Directors and CEOs are more pro‐shareholder the more they endorse entrepreneurial values—specifically, higher achievement, power, and self‐direction values and lower universalism values. While employee representative directors exhibit a lower baseline level of shareholder orientation, they nonetheless often side with shareholders. Copyright © 2011 John Wiley & Sons, Ltd.     

How do Participants in Research Joint Ventures Diversify?

This paper investigates the incentives to participate in research joint ventures from the perspective of overall business diversification behavior. It presents evidence that: (a) RJVs tend to put together industrial activities differently than single firms; and, (b) the diversification decisions of RJV participants are triggered partly differently than the analogous decisions of firms that have not participated in the examined large set of RJVs. The results indicate that RJVs facilitate experimentation. They also indicate that the policy debate on inter-firm cooperation in R & D must consider the likely differences in strategic behavior between frequent RJV participants and other firms.     

How Does Ranking Affect User Choice in Online Search?

This paper investigates whether a search engine’s ordering of algorithmic results has an important effect on website traffic. A website’s ranking on a search engine results page is positively correlated with the clicks that it receives. This could result from the search engine’s accurately predicting the websites relevance to users. Or it could result from users merely clicking on the highest ranked links, regardless of the website’s relevance. Using a unique dataset, we find that a website’s rank, not just its relevance, strongly and significantly affects the likelihood of a click. We also find evidence that rank influences CTRs partly by controlling access to the scarce attention of users, but primarily by substituting the reputational capital of the search engine for the reputation of individual websites.     

How do internal capabilities and external partnerships affect innovativeness?

How do a firm’s internal capabilities and external partnerships contribute to its product and process innovativeness? How do their impacts differ? Based on the theoretical framework of exploitation and exploration, we develop an integrative model linking the impact of both internal capabilities and external partnerships on product and process innovativeness. Survey responses from Taiwanese biotechnology firms indicate that research and development (R&;D), marketing, and manufacturing capabilities have different effects on product and process innovativeness. Of the four types of external partnerships, only partnerships with universities and research institutes seem to add value, whereas partnerships with suppliers, customers, and competitors do not contribute to innovativeness. Moreover, marketing capability and customer partnerships have a positive interaction effect on product innovativeness, while manufacturing capability and supplier partnerships have a positive interaction effect on process innovativeness.     

Triple play: How do we secure future benefits?

Recent technological developments make it possible to provide all telecommunications services (TV, telephony and internet) via the TV cable and fixed telephony network. Moreover, a new infrastructure based on optical fibre (to the home) is emerging in some places, which may in the future replace both existing networks. Making use of the available economic literature, the paper analyzes some of the consequences of the emergence of one electronic communications market. It focuses on two policy issues: the consequences of convergence of technologies and competition between networks for regulation in the short and medium runs, and the role of public investment in the rollout of optical fibre. It concludes that the present state of regulation may have some undesirable effects in the face of convergence and that public investment in a new general purpose infrastructure may have important advantages.     

How Does China's New Labour Contract Law Affect Floating Workers?

China's new Labour Contract Law took effect in January 2008 and required firms to give migrant workers written contracts, strengthened labour protections for workers and contained penalties for firms that did not follow the labour code. This article uses survey data of migrant workers in the Pearl River Delta before and after the law, and a retrospective question on when workers received their first labour contract to assess the effects of the law on labour outcomes. The evidence shows that the new law increased the percentage of migrant workers with written contracts, which in turn raised social insurance coverage, reduced the likelihood of wage arrears and raised the likelihood that workers had a union at their workplace.     

Community Colleges and Employers: How Can We Understand their Connection?

This paper uses an original, nationally representative survey of manufacturing establishments to shed light on the interaction of employers with community colleges, including information on skill requirements and human resource practices. We test three hypotheses: that high‐skill employers use community colleges, that community colleges are a substitute for employer‐based training, and that community colleges are a complement to so‐called “high‐road” or “high‐commitment” human resource practices. We find limited utilization of community colleges by employers, but those that do establish a relationship are generally satisfied. Employers that demand high skills are more likely to use community colleges, as are “high‐commitment” firms.     

How do Brands’ “Own Generics” Affect Pharmaceutical Prices?

This paper examines the price effects of generic drugs that are produced by brand-name drug firms and that are labeled, priced, and marketed to compete against independent generics. The strategy of introducing such “pseudo-generics” – also known as “authorized generics” – has raised some antitrust concerns. One defense of this strategy has been that the additional competition created by pseudo-generics should lead to lower prices. This paper develops a simple model to show that pseudo-generics can be expected to have exactly the opposite effect. It then examines empirical evidence on this point from the Canadian pharmaceutical market, showing that there appears to be a positive relationship between drug prices and the share of generic sales made by the brand’s own pseudo-generic.