知识转移对R&D联盟企业创新能力作用路径研究

本文对R&D联盟企业知识转移的路径进行了研究,深入的分析了知识转移的影响因素,构建了一个包含多个影响因素的理论模型。该模型引入知识转移效果和合作机制作为中介变量,深入剖析知识转移因素对企业创新能力的影响。提出相应假设,运用结构方程模型对研究假设大样本数据进行路径验证。得出结论：知识转移效果和合作机制作为中介变量对企业创新能力有显著的正向影响。R&D联盟企业通过增强知识接收方的吸收能力和知识扩散方的传播能力来达到提高知识转移的效果,构建完善的联盟交易机制能够有效的促进联盟的知识转移的效率和提升企业创新能力。     

建筑企业技术创新与技术联盟建设研究

介绍了我国建筑企业技术创新的特征,分析了制约我国建筑企业技术创新的因素。指出通过构建建筑企业技术联盟可以提升建筑业的技术创新能力,这是降低建筑企业的技术创新成本和增强我国建筑企业的技术竞争力的重要途径之一。     

学习型战略联盟:企业知识的创新与外溢

战略联盟是一种全新的现代组织形式.由于知识的特殊性,使知识交易存在市场失灵现象,企业为了转移和学习知识建立学习型联盟.不同学习联盟类型与不同的学习方式相关,我们区分了三种学习方式,探讨了与之相适应三种学习型战略联盟类型.并进一步指出学习型战略联盟的知识创新和学习竞赛导致的知识的外溢问题.     

面对WTO我国企业与国外跨国公司知识联盟探讨

知识联盟是战略联盟的一种 ,是从知识角度来分析联盟的动机与内容。广义地说 ,它是指企业与企业或其他机构通过结盟方式 ,共同创建新的知识和进行知识转移。在经济全球化 ,知识经济初见端倪的时代 ,企业竞争的知识观 ( knowledge- based view)是大势所趋。企业知识观强调知识是企业竞争的一项战略资产。从经济学的成本收益出发 ,知识联盟是企业获取新能力和新知识的一种最佳形式。它目标明确 ,组织形式灵活 ,能够创造潜藏性知识移动的条件。跨国公司的先进技术与管理知识使国内企业在作联盟伙伴决策时出现外向偏好。发展中国家企业知识存量…     

构建虚拟技术创新联盟

从我国纺织集群技术创新现状不难发现：我国纺织集群技术开发的总体水平在不断提高资金投入也有所增加．只是技术力量相对分散。从单个企业看尽管其技术开发的整体能力尚比较薄弱各个企业单独开展技术创新活动的能力非常有限．实现重大技术突破的可能性希望渺茫．但并不排除其拥有某种独特的核心技术优势，且和其他企业的技术优势存在着较强的互补性．因而迫切需要在企业间通过开展技术联盟活动，将分散的技术力量进行整合或将联盟企业的技术优势结合起来．从而节省开发费用降低开发风险开拓区域市场，进入技术创新前沿实现学习效应聚合效应速度效应，有益于加速集群整体的技术创新的频率和提高技术创新的成功度．增强市场竞争力缓解经济全球化的冲击．     

基于战略联盟的生物制药企业技术合作创新模式研究

随着生物技术发展、经济全球化和市场需求的风云变幻,市场的不确定性风险越来越大,技术创新正在成为生物制药企业未来增长的主要源泉。在激烈的市场竞争当中,单个企业间的竞争正在逐渐演变成联盟之间的技术竞争。本文分析并建立横向联盟技术创新模式、纵向联盟技术创新模式和补缺联盟技术创新模式,以此推进生物制药企业技术合作创新的研究。     

基于共生理论的企业技术联盟发展问题研究

技术联盟作为提高企业技术创新能力的有效途径,正在被越来越多的企业所采用.但在技术联盟运行的现实过程中,还存在着联盟成员不稳定、联盟运行效率低下、联盟发展环境困难等问题.现有理论难以提出有效解决以上问题的办法.本文借鉴生物学中共生理论的思想,从共生单元、共生模式、共生环境方面探讨了技术联盟的成员选择、运行模式和运行环境营造等问题,提出了解决技术联盟实际问题的措施和方法,并对寻求技术联盟发展的有效模式进行了分析.     

引导产业发展 推动技术创新 中国绿色包装产业技术创新战略联盟在京成立

为提升我国包装产业技术创新能力,推动我国包装产业绿色转型进程,中国包装总公司、中国科技产业化促进会、赛伯乐(中国)投资公司三家作为核心发起单位,联合包装产业链中积极投身于绿色包装技术进步的优势企业、大学、科研机构等组织机构共同发起成立"中国绿色包装产业技术创新战略联盟"(以下简称"绿色包装产业联盟")。联盟于6月5日世界环境日在北京举行成立大会,并发布了     

绿色供应链企业间知识共享战略联盟动态博弈研究——帕累托有效协同视角

绿色供应链是企业取得国内国际市场低碳准入的重要途径,是提升企业核心竞争力,实现可持续发展的重要手段.本文提出了绿色供应链企业间知识共享战略联盟模式,从帕累托有效协同视角构建了知识共享战略联盟动态合作博弈模型.结果表明:知识共享战略联盟可以提高企业加入联盟的积极性,有效激励联盟内的企业合作进行技术创新,降低联盟运行的风险.最后,从激励监督机制、知识共享的渠道和途径、内外风险三方面提出了构建知识共享战略联盟的对策建议.     

技术联盟形成动因:基于核心能力的考查

企业核心能力是建立技术联盟的基础.本文从交易费用理论、价值链理论与资源基础理论解释了企业生产经营中"归核化"趋势;以"归核化"和"知识共享与知识溢出"为视角,探讨了企业技术联盟的形成动因,并指出,知识经济时代,企业应该将自己的产品和业务集中于以核心能力为基础的核心产品和核心业务.     

Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity

This study examines the underexplored tensions and complementarities between bridging ties and strong ties in innovation-seeking alliances. Bridging ties span structural holes to provide innovation potential but lack integration capacity, and strong ties provide integration capacity but lack innovation potential. We theoretically develop the idea that—notwithstanding their tensions—strong ties complement bridging ties in enhancing alliance ambidexterity at the project level. While bridging ties provide access to diverse, structural hole-spanning perspectives and capabilities, strong ties help integrate them to realize an innovation. We also propose that their effects and complementarities influence alliance ambidexterity because they facilitate knowledge integration at the project level. Tests using data on 42 innovation-seeking project alliances involving a major American services conglomerate and its alliance partners support the majority of the proposed ideas. Implications for interfirm network configuration, strategic alliances, and the broader strategy literature are also discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Networking for sustainability: Alliance capabilities and sustainability-oriented innovation

Research on open innovation and sustainability suggests that alliances with external stakeholders help to improve innovation outcomes. This paper taps into the intersection of these literatures and investigates how alliance proactiveness and alliance portfolio coordination affect firms' sustainability-oriented innovation (SOI) outcomes. Data were collected from 170 firms in the Basque Country region in Spain, which has a highly collaborative regional innovation system. Partial least squares (PLS) modeling confirmed that alliance proactiveness is positively related to radical SOI, while alliance portfolio coordination is positively related to incremental SOI. In addition, these two capabilities involve a positive interaction effect in the case of radical SOI. An additional set of post hoc tests using latent class analysis (FIMIX-PLS) provided further evidence that firms with different internal features and levels of environmental turbulence benefit to varying extents from these capabilities and their interactions. Overall, the findings of this study show the benefits of the coupled mode of open innovation and alliance capabilities in reaching positive outcomes in SOI. On the one hand, companies focusing on incremental SOI can reap greater benefits from open innovation when collaborating within their existing portfolio; while for radical SOI, alliance proactiveness is beneficial for finding disruptive partners.     

How does the partner type in R&D alliances impact technological innovation performance? A study on the Korean biotechnology industry

The number of strategic alliances for R&D activities in the biotechnology industry is sharply increasing. Some studies show that each alliance partner type has different alliance motives, resources and capabilities, organizational structures and cultures, and degrees of competition with partners, which can lead to different performances of strategic alliances. In this regard, this study conducts an empirical analysis of the different impact of each type of alliance partner on technological innovation performance and finds the moderating effect of absorptive capacity and potential competition by categorizing strategic alliances for R&D activities in the biotechnology industry into three types: vertical-downstream alliances, vertical-upstream alliances, and horizontal alliances. This study analyzed 206 Korean biotechnology firms and their strategic alliances for a total of 292 R&D activities. The results of the analysis showed that vertical alliances have a positive impact on technological innovation performance, while horizontal alliances have an inverted U-shaped relationship with technological innovation performance caused by the effect of competition. Additionally, it was confirmed that the R&D intensity of biotechnology firms has a moderating effect of increasing the impact of vertical-upstream alliances on technological innovation performance.     

Alliances, External Technology Acquisition, and Discontinuous Technological Change

A new paradigm, a radical innovation, the next killer application–the terms differ, but they all point to the same thing: a major change in the technology base for a mature industry. A discontinuous technological change (DTC) poses a significant challenge for the companies operating in the affected industry. The technology at the foundation of their products and markets has changed, and they must find a way to adapt to that change. To maintain their competitive standing, they must master the new technology and ensure that their products and processes fully exploit it. Noting that alliances offer an increasingly popular means for meeting the challenges that a DTC presents, C. Jay Lambe and Robert E. Spekman explore two issues related to alliances and DTC. First, why does DTC motivate companies to use alliances as a means for acquiring technology? And second, how do these motivations change during the various stages of the DTC life-cycle? By understanding the relationship between DTC and technology sourcing alliances, a firm can increase the likelihood of success for its alliances and thus improve the effectiveness of its product development efforts. When faced with a DTC, an established firm has three options for obtaining the new technology: merging with or acquiring a company that already possesses the technology; developing the required capabilities by using existing resources; or entering into some form of alliance. Because of time-to-market pressures and industry uncertainty, alliances often take precedence over the other two options for acquiring the new technology. However, the attractiveness of alliances also varies as a result of changes in the levels of urgency and uncertainty throughout the DTC life-cycle. The advent of a radical innovation is marked by a relatively low sense of urgency and high levels of industry uncertainty. Firms are not yet certain how the new technology will affect the industry, and they may not feel compelled to enter into technology sourcing alliances. As the new technology takes hold–and the levels of urgency and uncertainty peak–the motivation for entering into a technology sourcing alliance also reaches its highest level. Firms must move quickly to secure a position of market leadership, and the right alliance can jump-start those efforts. During the latter stages in the DTC life-cycle, the technology and the market requirements become more stable, the levels of urgency and industry uncertainty decrease, and firms often shift their focus from alliances to internal development and acquisitions.     

The impact of R&D‐specific factors on the attractiveness of small‐ and medium‐sized enterprises as partners vis‐à‐vis alliance formation in large emerging economies

This study examines the impact of research and development (R&D)‐specific factors in determining the likelihood of small‐ and medium‐sized enterprises (SMEs) from developed countries to be attractive partners vis‐à‐vis forming alliances with SMEs from large emerging economies (LEEs). This study is founded on the knowledge‐accessing theory of alliance formation, which emphasises the higher efficiency gains of knowledge application as opposed to knowledge generation. We extend this theory to SMEs on the basis that smaller firms, because of their resources constraints and drive to survive, are likely to use alliances to access external knowledge bases leading to new product development (NPD) opportunities because of the low feasibility of acquiring knowledge. As a mix of complex knowledge is necessary to develop most modern products and services, SMEs are also likely to adopt a more flexible operational approach and to accept compromises to forge knowledge‐accessing alliances. We illustrate this theoretical development using primary data collected from British and German biotechnology SMEs, declaring the intention prospectively to form alliances with their counterparts in Brazil. Binary logistic regression was used to identify the factors influencing the likelihood of a firm as an attractive alliance partner. Our results indicate that R&D‐specific factors influence the likelihood of firms to be attractive alliance partners. In particular, firms showing an in‐house innovation history focused on one or few products are more likely to be attractive alliance partners with LEE firms than those that do not. Another R&D‐specific predictor that enhances the chances of alliance partner attractiveness with LEE firms is the firm's focused searching and identifying capability relative to technology or equipment that demonstrates good prospects to improve the firm's line of products. A third predictor refers to the firm's awareness regarding non‐cost obstacles for its own technological development. Implications for policy makers and practitioners are also discussed.     

Technology alliances in emerging economies: persistence and interrelation in European firms' alliance formation

We analyse the patterns and determinants of technology alliance formation with partner firms from emerging economies with a focus on European firms' alliance strategies. We examine to what extent European firms' alliance formation with partners based in emerging economies is persistent – that is, to what extent prior collaborative experience determines new alliance formation – and we compare this pattern with alliance formation with developed country partners. Second, we examine to what extent prior engagement in international alliances with partners from developed countries increases the propensity to form technology alliances with partners based in emerging economies, and vice versa (interrelation). We find that both persistence and interrelation effects are present, and that they are generally not weaker for emerging economy alliances. Alliance formation with Indian and Chinese firms is significantly more likely if firms have prior alliance experience with Japanese firms. The findings suggest that building on their prior international alliance experience firms extend their alliance portfolios across both developed and emerging economies, increasing the geographical diversity of their alliance portfolios.     

Does peripheral knowledge complement control? An empirical test in technology outsourcing alliances

While the normative logic for forming technology outsourcing alliances is that such alliances allow outsourcing firms to specialize deeper in their domain of core competence without being distracted by noncore activities, recent empirical studies have reported the puzzling phenomenon of some firms continuing to invest in R&D in domains that are fully outsourced to specialized alliance partners. An underlying—and widely made—assertion that can potentially reconcile this contradiction is that ‘peripheral’ knowledge (specialized knowledge in the domain of outsourced activities) complements control in technology outsourcing alliances. However, this assertion is untested; and empirically testing it is the objective of this research study. Using data from 59 software services outsourcing alliances, we show that such peripheral knowledge and alliance control are imperfect complements: peripheral knowledge complements outcomes‐based formal control but not process‐based control. Thus, outsourcing firms might sometimes need knowledge outside their core domain because such knowledge facilitates effective alliance governance. Our theoretical elaboration and empirical testing of the assumed complementarities between peripheral knowledge and control in technology outsourcing alliances has significant implications for strategy theory and practice, which are also discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Transitory alliances: an instrument for surviving turbulent industries?

Over the past decades, firms have constantly struggled to deal effectively with their rapidly changing environment. Especially in high tech industries, costs of R&D have rocketed, whereas steep learning curves and ever shortening product and technology life cycles have reduced the time to recoup these costs. Under such conditions of turbulence, a new form of alliances becomes an important part of the innovator's toolkit: transitory alliances. Transitory alliances can be defined as short–lived alliances that focus on completing narrowly defined tasks in a very short time frame. Companies can no longer rely exclusively on their traditional alliance and M&A practices to survive industry turbulence. Furthermore, transitory alliances can be a wellspring of innovation and provide companies with access to a portfolio of new ideas. They can help companies to acquire knowledge in a swift manner, thereby strengthening their ability to survive the high speed of change. The specific characteristics of this alliance type are discussed in this paper. Typical examples are taken from Internet related sectors.     

Learning to collaborate through collaboration: How allying with expert firms influences collaborative innovation within novice firms

Research summary : Strategic alliances have been recognized as a means for firms to learn their partners' proprietary knowledge; such alliances are also valuable opportunities for partner firms to learn tacit organizational routines from their counterparts. We consider how relatively novice technology firms can learn intraorganizational collaborative routines from more experienced alliance partners and then deploy them independently for their own innovative pursuits. We examine the alliance relationships between Eli Lilly & Co. (Lilly), a recognized expert in collaborative innovation, and 55 small biotech partner firms. Using three levels of analysis (firm, patent, and inventor dyad), we find that greater social interaction between the partner firm and Lilly subsequently increases internal collaboration among the partner firm's inventors. Managerial summary : Can collaborating externally advance internal collaboration? Yes. Our research found that collaboration among scientists at small, early‐stage biotechnology firms significantly increased after these firms formed highly interactive R&D alliances with a large pharmaceutical company known for its expertise in such collaboration. It is well known that alliances help new firms learn specific new technologies and commercialize innovations. Our study broadens the scope of potential benefits of alliances. New firms can also learn collaboration techniques, deploying them internally to enhance their own abilities in collaborative innovation. Managers should take this additional benefit into consideration in developing their alliance strategies. Pursuing alliance partners with expertise in collaboration and keeping a high level of mutual interactions with partner firm personnel should be important considerations to extract this value. Copyright © 2015 John Wiley & Sons, Ltd.     

Learning from competing partners: outcomes and durations of scale and link alliances in Europe,North America and Asia

This paper investigates the outcomes and durations of strategic alliances among competing firms, using alliance outcomes as indicators of learning by partner firms. We show that alliance outcomes vary systematically across link and scale alliances. Link alliances are interfirm partnerships to which partners contribute different capabilities, while scale alliances are partnerships to which partners contribute similar capabilities. We find that partners are more likely to reorganize or take over link alliances than scale alliances. By contrast, scale alliances are more likely to continue without material changes. The two types of alliances are equally likely to shut down, at similar ages. These results support the view that link alliances lead to greater levels of learning and capability acquisition between the partners than do scale alliances. Copyright © 2000 John Wiley & Sons, Ltd.