Data Governance: Enhancing Innovation and Protecting Against Its Risks

Intereconomics - Big Data is expected to unleash data-driven innovation,which is supposed to better address and solve challengesin our society. As a so-called non-rival good, the sharingand...     

Why members stay in or leave an R&D consortium: performance and conditions of membership as determinants of continuity

This paper jointly examines performance and conditions surrounding membership as determinants of the decision to stay or leave an R&D consortium. Hypotheses were developed for performance and, by drawing from power dependence and transaction cost theories, for conditions surrounding membership. Analysis of survey questionnaire data from 184 member organizations of U.S.-based R&D consortia indicates that performance and the conditions of knowledge-related involvement, network ties, learning, and alternatives are related to the decision to stay in or leave. These results provide limited support for power dependence but are more consistent with transaction cost theory. Subsequent analyses revealed an interaction between performance and membership conditions, suggesting performance leads to the conditions of membership, and that the continuity decision for a poorly performing consortium differs from that for one performing well. © 1997 John Wiley & Sons, Ltd.     

The relationship of industry structure to open innovation: cooperative value creation in pharmaceutical consortia

With its focus on value creation and value capture, open innovation research explicitly or implicitly examines the competitive impacts of collaboration. However, to date such research has not considered the effects of a blockbuster industry structure upon open innovation. Here, we examine a particular form of multilateral collaboration, the open R&D consortium, in which the results from collaboration are allowed to spill over to members and nonmembers alike. We do so in the context of the pharmaceutical industry, a stable but fragmented industry defined by the ongoing search for blockbuster hits protected by strong appropriability. Using a novel data set, we identify 141 such consortia that involve two or more of the 30 largest pharma firms. We show that firms financially support such consortia, in part, because their value creation activities benefit members without disrupting the value capture or other aspects of the incumbent industry structure. We discuss the implications of these findings for research on multilateral collaboration in blockbuster industries, and open innovation more generally.     

Four ways to choose a CEO: Crown heir,horse race,coup d'Etat,and comprehensive search

Most attempts to understand CEO succession fail to adequately differentiate the various ways by which CEOs are chosen. This article presents a conceptual framework that identifies four kinds of CEO succession processes, distinguished according to two key factors: political dynamics (who rules?) and the candidate search (are preferences known in advance?). Our main point is that the response of organizational stakeholders to CEO successions—(a) whether the process is perceived as fair, (b) whether the chosen successor is seen as good for an organization's future, and (c) the extent of disruption attending the leadership change—reflects how the politics and the search are managed. How internal and external stakeholders respond to a CEO succession can affect a new CEO's capacity for exercising effective leadership. Examples of each type (Apple, General Motors, Kodak, and Procter & Gamble) are offered and implications are drawn for researchers and for human resource executives. © 1995 by John Wiley & Sons, Inc.     

Technological advantage,alliances with customers,local knowledge and competitor identification

Research typically studies competitor identification in stable markets and seldom considers possible antecedents in a dynamic context. To address this situation, this study combines a relational view, a capability-based approach, and a managerial cognition view to predict competitor identification. The hypotheses concern how a firm's customer ties, technological advantage, their interaction, and top manager's local knowledge influence competitor identification. Using a sample of 1348 firms across manufacturing and servicing sectors in China, we find that strong customer ties have a positive impact on competitor identification, firm-specific technological advantage has a negative impact, and the interaction of the two positively relates to competitor identification as does having greater local knowledge. These results suggest that a relational view, a capability-based view and a managerial cognition view complement one another in determining competitor identification in a dynamic environment.     

Development of the informal economy: A strategy for resolving the crisis of the welfare state

This article is about the factors and conditions which would influence an expansion of the informal sector (jobs which at present are not registered or taxed and which are done on a voluntary or self-help basis). The need and the opportunity for a stronger informal sector are assessed and the social forces which could support such a strategy are identified. There is a danger of a situation arising where the dominant economic system would use the informal sector for its own stabilization; this reflects the limitations of such independent activities as a model for solving our problems.