排序方式: 共有38条查询结果,搜索用时 31 毫秒
21.
集群内企业间合作技术创新,是提升集群创新能力和提高集群绩效的关键,能降低创新投入,减小创新风险,提高参与企业的收益。文中分析了产业集群内企业传统技术创新流程的问题及原因,提出了基于"竞合"思想对产业集群技术创新流程进行改进,从而为提高技术创新的协同效应、提高产业集群的整体绩效提供帮助。 相似文献
22.
Scholars have focused on platform strategies for a long time, moving from a product perspective to an industry-wide one. In particular, the decision to open the platform to external complementors has been studied through the perspective of platform leadership. The digital age is now moving from a closed approach versus an open approach. Is being a platform leader still imperative or is participating in a network of existing platforms still a suitable strategy as well? What kind of collaborations within an ecosystem leads to better performances? Leveraging social network analysis is performed within the network formed by mobile apps in the Health and Fitness category; this research shows how the decision of being (or not) a platform provider has an impact on the performances, but the position within the network mediates this impact. Based on the results obtained, research and managerial implications can be established. 相似文献
23.
Rauno Rusko 《Technology Analysis & Strategic Management》2019,31(8):888-901
Coopetition – simultaneous cooperation – and competition are increasingly becoming popular approaches in business studies. However, coopetition discussions dominate the content of decision-making about coopetition activities. The decision-maker can be a black box, firm, or organisation, which optimises its decisions in the prevailing business environment. The role of technology in decision-making has also passed. Because of developing decision-support systems, it is crucial to understand who makes decisions about coopetition and how, and what is the relationship between human and non-human decision-makers. This study offers a typology, which describes the different degrees of technology in coopetition decisions. 相似文献
24.
25.
《Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l\u0027Administration》2017,34(3):277-290
Premised on the assumption that strategic alliance is a type of competitive action toward rivals, this study explores how a firm uses alliances differently with respect to rivals. I distinguish between two types of alliances that directly involve rivals: alliance with a rival and with a rival's partner. The former and the latter reflect cooperative‐ and competitive‐orientations respectively. Further, I investigate what drives a focal firm to adopt a particular alliance rather than another. The findings indicate that the key consideration explaining different alliance patterns is the resource profiles of focal and rival firms. This study contributes to the literature on competitive dynamics and strategic alliance by suggesting a new approach to integrate interfirm competition and cooperation. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd. 相似文献
26.
27.
ABSTRACTIn developing countries, many informal economy service providers obtain their livelihoods from tourism, and occupy and share public spaces to do so. As such, these actors must develop ‘rules in use’ that allow them to work alongside other providers, both formal and informal, in these shared spaces. These actors engage in coopetition, a mix of cooperation and competition, with each other. This paper provides a case study of informal sector service providers in Yogyakarta, Indonesia, to examine how these actors access resources and interact. Snowball sampling was adopted to identify actors and 47 in-depth interviews with pedicab drivers and street vendors were conducted and supplemented with naturalistic observation. Results indicate the public spaces occupied by the informal sector may be classified as common pool resources, collective goods, or semi-private goods. Further, the interaction among the actors in these public spaces is based on the types of, and capacity in, providing goods and services, and trust generated from the actors’ interactions. This research identified the formal and informal ‘rules in use’ that govern the behaviours of the actors related to the use of spaces. Suggestions for how informal economy actors can manage such spaces to enhance their livelihoods are provided. 相似文献
28.
29.
This paper aims to verify the current status of the research on coopetition applied to Tourism. In order to overcome the lack of tools for analyzing competitive advantage generated by relational components, this paper suggests the use of the coopetition construct as a methodological tool for analyzing the cooperation in networks for the management of tourism destinations. To that end, we performed a bibliometric analysis on ‘tourism coopetition' in scientific research papers published from 1995 to 2015 and indexed in the Web of Science and SciVerse Scopus databases. This helped us to conclude that coopetition is a behavior representing the key organizational methods of tourism destinations, especially when considering the interdependence and complementarity of this sector; thus, it should be a fundamental topic of tourism research. In this sense, the paper presents a research agenda in order to establish coopetition as key to understanding the behavior of all those involved in tourism at a particular destination. 相似文献
30.
《Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l\u0027Administration》2018,35(3):390-402
We explore the relevance of the « coopetition » concept within Montreal's circus sector and the Montréal Complètement Cirque's festival in particular. Our analysis is based on the cluster phenomena found in coopetition studies, which is a strategy used by companies in the technology sector. We formulate propositions that suggest these collaborative practices allow reduce tensions related to the innovation and creative processes' intrinsic uncertainty and also moderate the effects of a firms' limited resources. These practices are also related to public policies aimed at ensuring the sector's sustainability, the existence of interpersonal relations, and the need for more visibility on the sector and its actors. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd. 相似文献