Patchworking Network Structures

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Patchworking Network Structures

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dc.contributor.author Norus, Jesper en_US
dc.date.accessioned 2009-02-04T10:24:46Z
dc.date.available 2009-02-04T10:24:46Z
dc.date.issued 2005-01-14T00:00:00Z en_US
dc.identifier.isbn 8791549051 en_US
dc.identifier.uri http://hdl.handle.net/10398/6779
dc.description.abstract In recent years, establishing successful collaborative arrangements and relationships between university, industry and public institutions has come to be seen as essential in transforming new scientific knowledge into new innovations and business ventures. The fit between these very different actor groups has been treated as a contingent factor. However, little attention has been given to the managerial efforts that entrepreneurs have make to establish the fit between small firms, university research, and public policies such as regulatory policies and R&D policies through network-type structures. New biotechnology organizations are perfect objects to study these relationships because new biotechnologies and techniques predominantly come from the university sector (Kenney, 1986; Yoxen; 1984; Zucker & Darby, 1997; Robbins-Roth, 2001). From the perspective of the small biotechnology firms (SBFs,) this paper analyzes four different managerial strategies of how to create network structures to deal with the interfaces between industry, university and public institutions. The research-oriented strategy, the incubator strategy, the industrial-partnering strategy, and the policyoriented strategy. The research-oriented strategy focuses narrowly on how biotechnology firms transform scientific results into solid business plan or business models revealing the aim of the technologies, services or products. The incubator strategy is concerned with localization and how to overcome specific types of managerial problems in the initial stage of forming a business venture. The industrialpartnering strategy is concerned with how to overcome the problem of bringing the technologies from an experimental stage at a research lab to be able to handle industrial processes and full-scale production. Last, but not least, the policy-oriented strategy focuses on the problem of having products approved by the public authorities. The aim of the article is to demonstrate how SBFs over time develop network structures through patchwork-like activities, ongoing and overlapping activities, that serve as a blueprint for the management en_US
dc.format.extent 36 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Biotech Business Working Paper;2004-006 en_US
dc.subject.other kep en_US
dc.title Patchworking Network Structures en_US
dc.type wp en_US
dc.accessionstatus modt05jan14 miel en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Organisation og Arbejdssociologi en_US
dc.contributor.departmentshort CEBI en_US
dc.contributor.departmentuk Department of Organization and Industrial Sociology en_US
dc.contributor.departmentukshort IOA en_US
dc.idnumber 8791549051 en_US
dc.publisher.city København en_US
dc.publisher.year 2004 en_US


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