Relationships and Partnerships in Small Companies: Strengthening the Business through External Agents

Silva, Glessia; Dacorso, Antonio Luiz Rocha; Costa, Vanessa Barreto; Sério, Luiz Carlos Di

doi:10.1590/1807-7692barnaahead0116

Cited by 21 publications

(40 citation statements)

References 43 publications

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“…It should also be noted that "performance" is defined by Carrijo & Botelho (2013), as the generation of patents, new jobs, publication of articles, and product insertion into new markets. Merino et al (2018) emphasize that the opening of innovative processes can lead to the increase of potential and effective consumers Silva et al (2016) investigated the relationships of small business partnerships with external agents, and their results showed that the relationship between external agents and small firms favors innovative performance. In regional clusters, Prim et al (2016) found that firms that access additional resources with greater intensity tend to improve product and process innovation and export performance.…”

Section: Presentation Of Results and Discussionmentioning

confidence: 99%

The landscape of open innovation in Brazil: An analysis of the recent literature

Ferrari

Scaliza

Jugend

2019

Prod.

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Systematic Review Creative Commons Attribution License 1. Introduction The last decades have challenged several firms to adopt new innovation models (Sikimic et al., 2016; Slater et al., 2014; Von Hippel, 1986). These challenges arise from companies in different parts of the world simultaneously searching for markets and new ways of organizing innovation; this creates opportunities to access new technologies, and novel supply possibilities and partnerships, not only with local companies, but also with firms in other countries. In this scenario, the Open Innovation (OI) concept as proposed by Chesbrough (2003) has been highlighted by practitioners and researchers (e.g., Laursen & Salter, 2006; Randhawa et al., 2016; Rubera et al., 2016) because of its potential to intensify the flow of internal and external knowledge in order to improve the innovation process. Due to recent changes in the business environment, reflected in the increasing speed of technological changes and shortened life cycle of products, it is difficult for companies to ensure their competitiveness through the unique and exclusive internal development of new technologies (D'Ambrosio et al., 2017). Therefore, many companies are developing more open ways to innovate what is also known as OI: a model in which companies more intensively use ideas and technologies developed inside and outside their borders in the innovation process (Chesbrough, 2012; Bogers et al., 2017). Furthermore, OI also tends to provide new sources of revenue for firms through actions such as inclusion in new markets and the prospects of spin-offs and trading licenses. These

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Section: Presentation Of Results and Discussionmentioning

confidence: 99%

The landscape of open innovation in Brazil: An analysis of the recent literature

Ferrari

Scaliza

Jugend

2019

Prod.

View full text Add to dashboard Cite

show abstract

“…Com o propósito de compreender a relação entre pequenas empresas e agentes externos de inovação e como o modelo de inovação aberta pode ajudar a fortalecer essas organizações, Silva G. et al (2016) empreenderam um estudo qualitativo, no qual entrevistaram gestores e proprietários de 6 pequenas empresas. Os resultados obtidos contribuem para a ideia de que pequenas empresas reconhecem a importância das fontes de conhecimento externos em suas estratégias de negócios e inovação e que os gestores acreditam nesses relacionamentos a fim de trazer competências essenciais para a renovação de seu negócio.…”

Section: Benefícios E Vantagens Da Inovação Abertaunclassified

Inovação Aberta nas Empresas Brasileiras: Uma Análise da Produção Acadêmica no Período de 2003 a 2016

Freitas¹,

Filardi²,

Lott³

et al. 2017

RIAE

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RESUMOO objetivo deste artigo é traçar um perfil da pesquisa científica em Inovação Aberta (IA) no Brasil no período de 2003 a 2016 em periódicos nacionais da área de administração. Almeja-se evidenciar lacunas existentes e oportunidades de contribuição para o avanço do tema. Foram identificados 32 estudos que revelam que o tema ainda não está consolidado nas agendas dos pesquisadores brasileiros. Os resultados destacam que: (i) os estudos empíricos são a maioria, com 24 artigos, dentre os quais 19 pesquisas têm natureza qualitativa, (ii) as únicas duas categorias temáticas identificadas são (1) Benefícios e vantagens da inovação aberta, com 13 estudos que ponderam sobre a relevância de se adotar o modelo de inovação aberta tanto na visão da organização quanto sob a ótica de clientes e da rede; e (2) Nível de adoção da inovação aberta, com 19 pesquisas relativas à efetiva adoção ou não do modelo de inovação aberta, no qual foram focalizadas organizações públicas e privadas que situam-se em diferentes indústrias e setores da economia. Se pretende evidenciar lagunas existentes y oportunidades de contribución para el avance del tema. Se identificaron 32 estudios que revelan que el tema aún no está consolidado en las agendas de los investigadores brasileños. Los resultados ponen de manifiesto que: (i) estudios empíricos son la mayoría, con 24 artículos, de los cuales 19 Las investigaciones han naturaleza cualitativa, (ii) los únicos dos temas identificados son: (1) Beneficios y ventajas de la innovación abierta, con 13 estudios que reflexionan sobre la relevancia de adoptar el modelo de innovación abierta tanto en la visión de la organización como bajo la óptica de clientes y de la red; (2) Nivel de adopción de la innovación abierta, con 19 investigaciones relativas a la efectiva adopción o no del modelo de innovación abierta, en el que se enfocaron organizaciones públicas y privadas que se sitúan en diferentes industrias y sectores de la economía. Palavras-chave:

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“…Forming alliances has been a popular strategy among firms over the past two decades (Kayo, Kimura, Patrocínio, & Oliveira, 2010;Lazzarini, Brito, & Chaddad, 2013;Lioukas, Reuer, & Zollo, 2016;Silva, Dacorso, Costa, & Di Serio, 2016), and since then substantial attention has been drawn to the selection of an appropriate governance form, in particular the equity versus nonequity modes (Choi & Contractor, 2016;Colombo, 2003;García-Canal, Valdés-Llaneza, & Sánchez-Lorda, 2014). Simply put, an equity alliance refers to a new jointly-financed and managed entity that allying firms create, while a nonequity alliance is a contractual agreement without setting up a separate legal entity in the cooperation (Pisano, 1989;Oxley, 1999).…”

Section: Introductionmentioning

confidence: 99%

Interpartner Differences and Governance Mode Dilemma: The Role of Alliance Scope

Tseng

2016

BAR, Braz. Adm. Rev.

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It is generally recognized that the governance structure of an alliance, equity versus nonequity, is an important strategic choice. Since an alliance teams up companies that are inevitably divergent in upstream resource endowment and/or downstream market coverage, it is necessary to select an appropriate governance form to manage the interpartner differences and thus facilitate cooperation. Nevertheless, prior studies have suggested conflicting governance modes despite their adherence to the rationale of transaction cost economics. To address this gap in extant literature, the current study takes into account the moderation of alliance scope in the interfirm difference-governance choice linkage. In sum, this paper argues that, to determine a suitable governance structure, there is a need to concurrently examine how different the partnering firms are from each other and what range the collective activities cover. Hierarchical logistic regression analysis was used to test hypotheses in a sample of 125 bilateral alliances. The empirical findings indicate that nonequity modes will be preferred for the alliances that have less interfirm resource disparity and narrower alliance scopes, while equity-based forms will be chosen for the alliances that have less interfirm market divergence and narrower alliance scopes.

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Relationships and Partnerships in Small Companies: Strengthening the Business through External Agents

Cited by 21 publications

References 43 publications

The landscape of open innovation in Brazil: An analysis of the recent literature

The landscape of open innovation in Brazil: An analysis of the recent literature

Inovação Aberta nas Empresas Brasileiras: Uma Análise da Produção Acadêmica no Período de 2003 a 2016

Interpartner Differences and Governance Mode Dilemma: The Role of Alliance Scope

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