Business Collaboration Concepts and Implications for Companies

Jukka Majava, Ville Isoherranen, Pekka Kess

Abstract


Purpose – Companies engage in various relationships with external stakeholders to create attractive offerings. The purpose of this study is to describe the most common business collaboration concepts, and compare their characteristics. The concepts are evaluated in terms of their implications for companies, particularly in innovation and NPD collaboration contexts.
Design/Methodology/Approach – This study is based on the literature findings on common business collaboration concepts, analyses of their characteristics, and an evaluation of implications from a  company’s perspective.
Findings – The main characteristics of business network, business cluster, triple helix, keiretsu, business ecosystem, and innovation hub concepts are identified in terms of members, goals, coordination, boundaries, change dynamism, the nature of relationships, the role of knowledge, and competitors. The key implications for companies with emphasis on innovation and NPD are provided.
Research Limitations/Implications – This research is based only on literature findings and related analyses. Due to the nature of the study, many collaboration concepts are covered, which makes in-depth analysis difficult. Practical Implications – This study clarifies the characteristics of most common business collaboration concepts. The key implications for a  company include the need for interaction with various external stakeholders to enhance innovation, opportunities and access to important resources, and the need to prepare for network changes.
Originality/Value – While many collaboration concepts are utilized in contemporary business literature, their use in scientific research varies, and the concepts have not been analyzed and compared together yet.


Keywords


Collaboration; innovation; new product development (NPD); research; stakeholder; synergy

Full Text:

PDF

References


Aaltonen, K. and Kujala, J. (2010), “A project lifecycle perspective on stakeholder influence strategies in global projects”, Scandinavian Journal of Management, Vol. 26, No. 4, pp. 381–397.

Ahmadjian, C.L. and Lincoln, J.R. (2001), “Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry”, Organization Science, Vol. 12, No. 6, pp. 683–701.

Aoki, K. (2008), “Did the Nissan revival plan lead to the break-up of the keiretsu system?”, International Journal of Automotive Technology and Management, Vol. 8, No. 3, pp. 297–316.

Athiyaman, A. (2009), “Uncovering and Developing Industry Clusters”, Contemporary Management Research, Vol. 5, No. 1, pp. 51–66.

Barkley, D.L. and Henry, M.S. (1997), “Rural Industrial Development: To Cluster or Not to Cluster?”, Review of Agricultural Economics, Vol. 19, No. 2, pp. 308–325.

Batt, P.J. and Purchase, S. (2004), “Managing collaboration within networks and relationships”, Industrial Marketing Management, Vol. 33, No. 3, pp. 169–174.

Belderbos, R., Carree, M. and Lokshin, B. (2004), “Cooperative R&D and firm performance”, Research Policy, Vol. 33, No. 10, pp. 1477–1492.

Brouthers, K.D., Brouthers, L.E. and Wilkinson, T.J. (1995), “Strategic alliances: Choose your partners”, Long range planning, Vol. 28, No. 3, pp. 2, 18–25.

Chesbrough, H.W. (2003), Open innovation: the new imperative for creating and profiting from technology, Harvard Business School Publishing Corporation, USA.

Cooper, R.G. (2011), Winning at New Products: Creating Value Through Innovation, 4th edn, Basic Books, USA.

Dermol, V. and Breznik, K. (2012), “Innovation Synergies through Networking in Slovenian regions”, International Journal of Synergy and Research, Vol. 1, No. 1, pp. 39–55.

Distanont, A., Haapasalo, H., Kamolvej, T. and Meeampol, S. (2013) “Interaction patterns in collaborative product development (CPD)”, International Journal of Synergy and

Research, Vol 1, No 2, pp. 21–44.

Distanont, A., Haapasalo, H., Rassameethes, B. and Lin, B. (2011), “Developing new product through collaboration in high-tech enterprises”, International Journal of Management and Enterprise Development, Vol. 10, No. 1, pp. 51–71.

Dyer, J.H. (1996), “Does Governance Matter? Keiretsu Alliances and Asset Specificity as Sources of Japanese Competitive Advantage”, Organization Science, Vol. 7, No. 6, pp. 649–666.

Etzkowitz, H. and Leydesdorff, L. (eds) (1997), Universities and the Global Knowledge Economy: A Triple Helix of University–Industry–Government Relations, Cassell Academic, London.

Etzkowitz, H. and Leydesdorff, L. (2000), “The dynamics of innovation: From National Systems and “mode 2” to a Triple Helix of university-industry-government relations”, Research Policy, Vol. 29, No. 2, pp. 109–123.

Ford, D. (ed) (1998), Managing Business Relationships, John Wiley & Sons Ltd., West Sussex.

Freeman, R.E. (1984), Strategic management: a stakeholder approach, Pitman, Boston.

Gibbons, M., Limoges, C., Nowotny, H.S., Schwartzman, S., Scott, P. and Trow, M. (1994), New production of knowledge: the dynamics of science and research in contemporary societies, Sage Publications Inc., London.

Halinen, A. and Törnroos, J. (1998), “The role of embeddedness in the evolution of business networks”, Scandinavian Journal of Management, Vol. 14, No. 3, pp. 187–205.

Han, Z. (2009), “Business Clusters in China: from a Distinctive Perspective”, International Business Research, Vol. 2, No. 3, pp. 176–181.

Henneberg, S.C., Naudé, P. and Mouzas, S. (2010), “Sense-making and management in business networks – some observations, considerations, and a research agenda”, Industrial Marketing Management, Vol. 39, No. 3, pp. 355–360.

Håkansson, H. (1997), “Organizational networks” in Sorge, A. and Warner, M. (Eds.), The IEBM handbook of organizational behaviour, London. Thompson Business Press, pp. 232 – 240.

Håkansson, H. and Ford, D. (2002), “How should companies interact in business networks?”, Journal of Business Research, Vol. 55, No. 2, pp. 133–139.

Håkansson, H. and Snehota, I. (1989), “No business is an island: The network concept of business strategy “, Scandinavian Journal of Management, Vol. 5, No. 3, pp. 187–200.

Håkansson, H. and Snehota, I. (1995), Developing Relationships in Business Networks, Routledge, London.

Iansiti, M. and Levien, R. (2004), “Strategy as Ecology”, Harvard business review, Vol. 82, No. 3, pp. 68–78+126.

Isoherranen, V., Kess, P., Phusavat, K. and Lin, B. (2011), “Strategy changes analysis using life cycle framework and strategy typology”, International Journal of Management and Enterprise Development, Vol. 11, No. 2/3/4, pp. 203–221.

Kim, H., Hoskisson, R.E. and Wan, W.P. (2004), “Power dependence, diversification strategy, and performance in keiretsu member firms”, Strategic Management Journal, Vol. 25, No. 7, pp. 613–636.

Kinnunen, T., Sahlman, K., Harkonen, J. and Haapasalo, H. (2013), “Business ecosystem perspective to new product development”, International Journal of Business Development and Research, vol. 1, No. 1, pp. 5–20.

Krishnan, V. and Ulrich, K. (2001), “Product development decisions: a review of the literature”, Management Science, Vol. 47, No. 1, pp. 1–21.

Launonen, M. and Viitanen, J. (2011), Hubconcepts. The global best practice for managing innovation ecosystems and hubs, Hubconcepts Inc., Finland.

Leydesdorff, L. (2000), “The triple helix: An evolutionary model of innovations”, Research Policy, Vol. 29, No. 2, pp. 243–255.

Leydesdorff, L. (2012), “The Triple Helix of University-Industry-Government Relations” in Carayannis, E. and Campbell, C. (Eds.), Encyclopedia of Creativity, Innovation, and Entrepreneurship, Springer, New York (in preparation).

Lincoln, J.R., Gerlach, M.L. and Ahmadjian, C.L. (1996), “Keiretsu networks and corporate performance in Japan”, American Sociological Review, Vol. 61, No. 1, pp. 67–88.

Liu, H., Zhang, X. and Zhang, F. (2011), “Regional Innovation System Efficiency Evaluation Based on the Triple Helix Model”, Proceedings of 2011 International Conference on Business Computing and Global Informatization, July 29–31, pp. 154–157.

McGuire, J. and Dow, S. (2009), “Japanese keiretsu: Past, present, future”, Asia Pacific Journal of Management, Vol. 26, No. 2, pp. 333–351.

Meade, L.M., Liles, D.H. and Sarkis, J. (1997), “Justifying strategic alliances and partnering: A prerequisite for virtual enterprising”, Omega, Vol. 25, No. 1, pp. 29–42.

Melohn, T. (1994), The New Partnership: Profit by Bringing Out the Best in Your People, Customers, and Yourself, Omneo, Essex.

Mitchell, R.K., Agle, B.R. and Wood, D.J. (1997), “Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts”, Academy of Management Review, Vol. 22, No. 4, pp. 853–886.

Mok, K.H. (2012), “The quest for innovation and entrepreneurship: The changing role of university in East Asia”, Globalisation, Societies and Education, Vol. 10, No. 3, pp. 317–335.

Moore, J.F. (1993), “Predators and prey: a new ecology of competition”, Harvard business review, Vol. 71, No. 3, pp. 75–86.

Moore, J.F. (1996), The Death of Competition: Leadership & Strategy in the Age of Business Ecosystems, HarperBusiness, New York.

Myers, S. and Marquis, D.G. (1969), Successful industrial innovation: a study of factors underlying innovation in selected firms, National Science Foundation, Washington.

Peltoniemi, M. and Vuori, E. (2004), “Business ecosystem as the new approach to complex adaptive business environments”, Proceedings of eBRF 2004 in Tampere, Finland, 2004, pp. 267–281.

Porter, M.E. (1990), The Competitive Advantage of Nations, The Free Press, New York.

Porter, M.E. (1998), “Clusters and the new economics of competition”, Harvard business review, Vol. 76, No. 6, pp. 77–90.

Porter, M.E. (2000), “Location, competition, and economic development: Local clusters in a global economy”, Economic Development Quarterly, Vol. 14, No. 1, pp. 15–34.

Prahalad, C.K. and Ramaswamy, V. (2004), The future of competition: co-creating unique value with customers, Harvard Business School Publishing, USA.

Purdy, M., Robinson, M.C. and Wei, K. (2012), “Three new business models for “the open firm””, Strategy and Leadership, Vol. 40, No. 6, pp. 36–41.

Robinson, W.T., Fornell, C. and Sullivan, M. (1992), “Are market pioneers intrinsically stronger than later entrants?”, Strategic Management Journal, Vol. 13, No. 8, pp. 609–624.

Rodrigues, C. and Melo, A.I. (2012), “The Triple Helix Model as Inspiration for Local Development Policies: An Experience-Based Perspective”, International Journal of Urban and Regional Research (article in press).

Rosenfeld, S.A. (1997), “Bringing business clusters into the mainstream of economic development”, European Planning Studies, Vol. 5, No. 1, pp. 3–23.

Shamdasani, P.N. and Sheth, J.N. (1995), “An experimental approach to investigating satisfaction and continuity in marketing alliances”, European Journal of Marketing, Vol. 29, No. 4, pp. 6–23.

Suh, N.P. (2010), “A theory of innovation and case study”, International Journal of Innovation Management, Vol. 14, No. 5, pp. 893–913.

Tagawa, S., Ito, T., Mehta, R., Passerini, K., Voges, K. and Sakamoto, M. (2012), “Organizational structure of Mazda’s Keiretsu: A graph theoretic analysis”, Artificial Life and Robotics, Vol. 16, No. 4, pp. 455–459.

Teece, D.J. (2007), “Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance”, Strategic Management Journal, Vol. 28, No. 13, pp. 1319–1350.

Trott, P. (2012), Innovation Management and New Product Development, Pearson Education Limited, Harlow, UK.

Ulrich, K. and Eppinger, S.D. (2012), Product Design and Development, McGraw Hill, Singapore

Un, C.A., Cuervo-Cazurra, A. and Asakawa, K. (2010), “R&D collaborations and product innovation”, Journal of Product Innovation Management, Vol. 27, No. 5, pp. 673–689.

Wikipedia, (2013), Business cluster, available at: http://en.wikipedia.org/wiki/Business_cluster (accessed 29 January 2013).

Youtie, J. and Shapira, P. (2008), “Building an innovation hub: A case study of the transformation of university roles in regional technological and economic development”, Research Policy, Vol. 37, No. 8, pp. 1188–1204.




DOI: http://dx.doi.org/10.17951/ijsr.2013.2.1-2.23
Data publikacji: 2013-07-14 00:00:00
Data złożenia artykułu: 2015-07-18 02:40:08

Refbacks

  • There are currently no refbacks.


Copyright (c) 2015 Jukka Majava, Ville Isoherranen, Pekka Kess

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.