Cooperative learning in creating and managing joint ventures

Benavides‐Espinosa, María del Mar; Soriano, Domingo Ribeiro

doi:10.1016/j.jbusres.2012.12.017

Cited by 47 publications

(19 citation statements)

References 74 publications

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“…An innovation platform coordinated by top managers provides participators in the focal firm's ecosystem with cooperation resources and related supporting institutional conditions for technological innovations [55]. It also helps them to achieve overall breakthroughs in technologies for products, including deep space exploration and CAST4000.…”

Section: Step 2: Strengthening Sustainable Organizational Tiesmentioning

confidence: 99%

Managing Innovation Paradox in the Sustainable Innovation Ecosystem: A Case Study of Ambidextrous Capability in a Focal Firm

Zeng

Ouyang

2017

Sustainability

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To achieve sustainable development, focal firms should balance two paradoxical kinds of innovation activities: exploitative and exploratory ones. Published works found that ambidexterity is an effective way to resolve paradoxical tensions, but few in-depth studies have been conducted to explore the innovation paradox of focal firms in the innovation ecosystem from an ambidextrous capability perspective. This paper takes China Spacesat Co., Ltd. as the case to study focal firms' management of innovation paradoxes in the sustainable innovation ecosystem and finds that: (1) Sustainable innovation is an ecosystem in which focal firms' internal functional departments, including the product department, technical center, and Makers' groups, cooperate with external organizations, including component suppliers, scientific research institutes, and government departments, closely and complementarily; (2) In the exploitative and exploratory innovations of complex products, focal firms in the sustainable innovation ecosystem mainly confront three paradoxes: profit drive vs. breakthroughs in the strategic intent of sustainable innovation of the profit-driven model, tight vs. loose coupling of sustainable innovation, and sustainable innovation driven by discipline vs. that by passion; (3) Focal firms in the innovation ecosystem resolve these three innovation paradoxes with structural, contextual, and coordinated ambidextrous capabilities, and build innovation paradox management mechanisms with three steps in sequence, namely by establishing dual sustainable strategic innovation units, strengthening sustainable organizational ties between the internal and external, while co-creating and sharing innovation values, and, finally, promoting the formation and development of their sustainable innovation ecosystem. This paper complements and enriches the innovation ecosystem and ambidextrous capability theory, providing significant practical guidance to the sustainable development of aerospace enterprises.

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Section: Step 2: Strengthening Sustainable Organizational Tiesmentioning

confidence: 99%

Managing Innovation Paradox in the Sustainable Innovation Ecosystem: A Case Study of Ambidextrous Capability in a Focal Firm

Zeng

Ouyang

2017

Sustainability

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“…Immigrant entrepreneurs can overcome this barrier by establishing proactive trust-based relationships with other SMEs like them and form joint ventures to participate in public procurement. Immigrant entrepreneurs lack experience and are not well-known or trusted by the public sector yet, so forming such joint ventures is critical to the success of their businesses [116].…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

Exclude Me Not: The Untold Story of Immigrant Entrepreneurs in Sweden

et al. 2017

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This article examines the perspectives of immigrant entrepreneurs on the barriers they face regarding their inclusion in public procurement in Sweden through the so-called supplier diversity programs. Drawing upon modern stakeholder theory and transaction cost economics, this study aims to identify potential barriers such entrepreneurs face in succeeding as suppliers to the public sector. Data were collected through interviews with immigrant entrepreneurs who had experience with the public procurement tender process in Sweden. The results reveal that immigrant entrepreneurs doing business with public procurement face several barriers, ranging from economic to social ones such as information, advertising, human resources, and undercapitalization. The interviewees believe that such barriers weaken their performance and hinder their success in public procurement tenders. When it comes to supplier diversity programs, the entrepreneurs under study were either unaware of such programs in public procurement in Sweden or did not believe in their effectiveness.

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“…Business excellences and collaboration contingencies refer to tactics in specific events or situations, by which a collaboration process pursues and serves its own particular purposes. Previous literature reveals two generic contingencies for collaboration within or across organizations: More market possibilities in strategic alliance studies [39], and better collective innovation for organizational/institutional development [40].…”

Section: Business Excellence Model In Cluster Frameworkmentioning

confidence: 99%