http://hdl.handle.net/10398/7808 2013-05-18T21:15:45Z 2013-05-18T21:15:45Z Llerena, Patrick Matt, Mireille http://hdl.handle.net/10398/8084 2012-07-10T13:28:10Z 2010-06-30T00:00:00Z

Technology Policy and Cooperation Llerena, Patrick; Matt, Mireille The main objective of the paper is to provide an analytical framework based on evolutionary arguments, explaining the role and rationale of technology policies based on inter-organisation cooperations. We try to combine different arguments developped in the literature in order to define a coherent approach of technology policies : organisational, failure and paradigmatic approaches. We will argue that the role of technological policies and their design are contingent on whether knowledge creation emerges in an existing technological paradigm or will be at the origin of a new one. In the first part of the paper, we will define two broad kinds of cooperative policy : one (pre-paradigmatic) devoted to create radically new knowledge by exploring new avenues in order to initiate a new technological paradigm and the other (paradigmatic) devoted to create new knowledge by using exploitation mechanisms in order to maintain technological options and variety, inducing innovation and reducing negative lock-in effects. We specify also for each situation the kind of intervention (coordination, institutional structure) compatible with the objective of the policy. In the second part of the paper, we will illustrate our theoretical arguments by focusing on two types of cooperative programme : one devoted to create a new knowledge base in a pre-paradigmatic phase (the development of a digital switching system in France) and the other more devoted to foster knowledge in existing paradigms (the case of Brite-Euram).

2010-06-30T00:00:00Z Søren Nymark http://hdl.handle.net/10398/8077 2012-07-10T13:23:22Z 2010-06-30T00:00:00Z

Value-based management in learning organizations through 'hard' and 'soft' managerial approaches Søren Nymark Learning organizations’ enable companies to remove hierarchical levels and to introduce a flatter organizational structure, which can lead to reduced costs and increased productivity. A recent Danish study has proved coherence between a flat, integrative organizational structure and an increased productivity. This enables a kind of management in which the managerial form is not as direct as it is in more traditional structured companies. Value-based management is advanced as a possible answer to the question of which managerial form that is appropriate for these kind of companies. In the article, value-based management is described as well as the underlying factors that are affected by such a managerial form. Required managerial elements in relation to value-based management are advanced. Examples from Hewlett-Packard are used to illustrate both the use of value-based management in practice and the underlying factors.

2010-06-30T00:00:00Z Overby, Mikkel Lucas http://hdl.handle.net/10398/7888 2009-08-24T00:01:32Z 2009-08-20T00:00:00Z

Partner Selection Criteria in Strategic Alliances Overby, Mikkel Lucas In many emergent markets, cross-industry alliances are necessary to develop and market new products and services. The resource-based view suggests that firms form alliances to access or acquire valuable, rare, non-imitable and non-substitutable resources, and that such access determines the level of profits. Hence, firms confronted with the choice between partners with strong versus partners with weak resource endowments should choose the former. We contest this view and argue that firms benefit from allying with weak partners at certain times. In essence, we suggest that partner selection involves assessing the relative importance of strong resource endowments and aligned strategic aspirations over time. By adopting an evolutionary approach, we show that appropriate partner selection criteria are dynamic and may involve allying with weak partners in the initial exploratory stage, with weak and/or strong partners in the development stage and with strong partners in the maturity stage. Our findings suggest that the resource-based understanding of strategic alliances should be extended to include a more profound role for a partner firm’s strategic aspiration.

2009-08-20T00:00:00Z Valentin, Finn Dahlgren, Henrich Lund Jensen, Rasmus http://hdl.handle.net/10398/7879 2009-08-24T00:01:29Z 2009-08-20T00:00:00Z

Research Strategies in Science-based Start-ups Valentin, Finn; Dahlgren, Henrich; Lund Jensen, Rasmus Although biotech start-ups fail or succeed based on their research few attempts have been made to examine if and how they strategize in this core of their activity. Popular views on Dedicated Biotech Firms (DBFs) see the inherent uncertainty of research as defying notions of strategizing, directing instead the attention to the quality of their science, or the roles of boards, management, and collaborative networks etc. Using a unique comprehensive dataset on Danish and Swedish biotech start-ups in drug discovery this paper analyzes their research strategies. Adopting a Simonean point of departure we develop a contingency view on complex problem solving which structures the argument into three steps: 1) Characterising the problem architectures addressed by different types of DBFs; 2) Testing and confirming that DBFs form requisite research strategies, by which we refer to problem solving approaches developed as congruent responses to problem architectures; 3) Testing and confirming that financial valuation of firms is driven by achievements conforming to requisite research strategies. These strategies, in turn, require careful combination of multiple dimensions of research. Findings demonstrate that Shonhoovens classical argument that “strategy matters” is valid not only for the larger high-tech firms covered by her study, but also for small research-based start-ups operating at the very well springs of knowledge where science directly interacts with technologies. Even though a lot more research is needed along these lines, these findings offer new implications for the understanding, management, and financing of these firms.

2009-08-20T00:00:00Z