Small and medium sized enterprises (SMEs) are being seen by governments, increasingly, as important engines of economic growth. They are viewed as sources of innovation and employment creation. Technology innovative SME’s commercialization strategy often includes forming a partnership with a large company (LCO). This is because what the SME lacks in terms of market links, marketing and distribution channels, the LCO can often provide. LCOs, on the other hand, need to be innovative in order to survive in a dynamic and ever changing business environment. LCOs are therefore open to new ideas, being in the form of knowledge and capabilities. The reality is, however, that many partnerships fail. For an SME whose growth is dependant on a partnership with an LCO, understanding how it can influence the partnership such that it will result in success is critically important. This research sets out to gain a better understanding of this topic. Research Problem Technology innovative businesses operate in the knowledge economy where the one sure source of competitive advantage is knowledge (Takeuchi and Nonaka, 2004). However, knowledge is a high risk commodity and can be easily appropriated by an opportunistic company. A major risk in collaboration is that the partners can gain access to the knowledge and skills of the company (Littler et al, 1995) – this is termed knowledge spillover. Where this is unintentional, it can result in the company exposing its knowledge and skills being made very vulnerable. Furthermore, the high rate of partnership failure is attributed to a lack of cooperation and the opportunistic behaviour of partners (Das et al, 1998). It is important, therefore, for SMEs wishing to partner with an LCO, to understand both what attracts the LCO to partner with them in the first instance, as well as what safeguards need to be in place to protect themselves against possible opportunistic behaviour by the LCO. Methodology A sample of 43 technology innovative SMEs was interviewed by means of a structured questionnaire. The frequencies of the variables were analysed and compared with findings in the literature. In order to improve the variation of the dichotomous responses, the independent variables were compounded into the following variables: competencies, ability capabilities, awareness capabilities, formal safeguards and informal safeguards. The relationship between the number/level of competencies and capabilities and partnership success was determined, as well as the influence of formal and/or informal safeguards on this relationship. Backward conditional logistic regression was performed on the compounded variables in order to determine which model best fitted the data, in other words which predictors most affected partnership success. To better understand the negative relationship between ability capabilities and perceived partnership success, as well as the positive relationship between awareness capabilities and perceived partnership success, cross tabulations were performed on all the individual items to determine the Phi Square. An explanation was provided for those items that proved to be statistically significant. Because of the small sample used for this quantitative study and in order to verify the major findings, four case studies were conducted on SMEs that had participated in the original survey. The findings of the survey were then compared with the findings of the case studies. Main findings The main findings from the survey were the following: 1. SMEs’ abilities rather than their competencies, appeared to influence the success of the partnership 2. the more ability capabilities an SME had, the lower the perceived success of the partnership. This was influenced by where the SME had developed its own IP; and where the SME had segmented is potential market in accordance with Moore’s (1999) market segmentation strategy for hi-tech products 3. a positive relationship between awareness capability and partnership success was influenced by the SME having an understanding of the LCO’s SWOT, but this same relationship was negatively affected by the LCO preferring to enter into a JV with another LCO when sourcing technology 4. the relationships listed in items 2 and 3 above were influenced by safeguards, namely: 4.1 the greater the number of safeguards (formal and informal) that were put in place, the more positive will be the relationship between increasing numbers of awareness capabilities and the perceived success of the partnership 4.2 the greater the number of safeguards (formal and informal) that were put in place, the less negative will be the relationship between increasing numbers of ability capabilities, and the perceived success of the partnership 4.3 formal safeguards were more effective at moderating the relationship between capabilities and partnership success than informal safeguards The main findings from the case studies were as follows: 1. having ability capabilities, awareness capabilities and competencies was associated with high levels of partnership success (not in support of the survey findings) 2. above average levels of capabilities/competencies were associated with low levels of partnership success (in support of the survey findings) 3. there is a positive relationship between the level of safeguards and the association between capabilities/competencies and partnership success (in support of survey findings) 4. both formal and informal safeguards are important in ensuring a positive association between capabilities/competencies and partnership success (not in support of survey findings). In conclusion, the findings from the case studies did indeed validate some of the findings of the survey, namely, in the absence of safeguards, above average levels of capabilities/competencies are associated with low levels of partnership success; and there is a positive relationship between the level of safeguards and the association between capabilities/competencies and partnership success. / Thesis (PhD (Technology Management))--University of Pretoria, 2007. / Graduate School of Technology Management (GSTM) / PhD / unrestricted

Purpose - The purpose of this thesis is to explore aspects that affect inter-organizational knowledge transfer (KT), at the organizational level, from different sized companies such as small and medium enterprise (SME) and large or multinational company (LC/MNC), separately, to their partners.Design/methodology/approach - This thesis conducted a qualitative study with a deductive approach, using two companies in Sweden that belong to the hospitality industry and health sector, one SME, and one LC/MNC in order to explore the aspects that affect inter-organizational knowledge transfer by applying a theoretical framework based on existing literature. Thus, the thesis adopts an exploratory case study approach as a research strategy, to which the theoretical framework is applied to. Findings – The theoretical framework regarding SMEs and LC/MNCs engaging in inter-organizationalKT with partners found that the following aspects are affected differently in the companies: (1) Howformal and informal Knowledge governance mechanisms are applied in the different sized firms (e.g.,LC/MNC aim to reduce cost and improve profitability with formal, while SMEs focus on growth andexpansion with informal) (2) Formal trust agreements are used to establish Trust with partners for bothsized firms (e.g., by None-disclosure agreements), (3) In Cultural distance, SMEs focus onunderstanding the decision-making process and motivation of their international partners, (4)Geographical distance/proximity is prevalent to establish trust-based relationship between partners, (5)In Disseminative capacity SMEs as a source feel less motivated to exchange knowledge with differentpartners, e.g., a LC/MNC due to their rigid processes and inflexibility , (6) The LC/MNC prefer formalSocial ties with partners, while SMEs prefer informal ones, however the SME often ends up adaptingto their larger partners preferences, (7) Both the SME and LC/MNC attempt to establish Motivation viathe job deception for the employees and the employees were motivated by this rather than being offeringintrinsic or extrinsic motivation, (8) The SME’s Absorptive capacity as a recipient of knowledge, limitsthe KT due to their organizational limitations and (9) The perspective of LC/MNC regarding Knowledgecharacteristics, when the maturity level and experience of the partner organization (e.g., a SME) isdeemed low, this affects the KT negatively as it increases ambiguity and tacitness of the knowledge,while complexity was found to be of low concern due to the smaller organizational needs. Managerial implications - This thesis brings practical implications to senior managers of companies at the strategic level. First, the findings provide an understanding of aspects that affect inter-organizational knowledge transfer where one organization can prioritize aspects that belong to different sized partners and shape accordingly a strategy on collaboration and interaction with external partners of different sizes. Therefore, when top managers are aware of aspects that affect knowledge exchange between partners, they can identify various risks of success and failure in KT processes according to the list provided and prioritize actions and opportunities that can arise due to engagement in that partnership: cultural, geographical, motivation, partner’s capabilities, ambiguity, complexity, etc. Secondly, to draw a holistic snapshot of various aspects in the findings that affect KT activities from the inter-organizational perspective for different firm sizes in terms of similarities and differences of KT activities for LC/MNCs and SMEs, managers can establish specific strategies to analyze their own knowledge transfer activities to adjust accordingly when participate in inter-organizational knowledge transfer with partners depending on the size. Originality/value - This research adds value to inter-organizational KT aspects for SMEs and LC/MNCs in terms of differences and similarities, in the sense of how KT aspects affect the different organizations, as the aspects are prioritized, impacted, and treated differently based on the size of the organization. Thus, this thesis integrates aspects that affect inter-organizational KT from different bodies of the literature and demonstrate theoretically and empirically the perspective of different company size(LC/MNC and SME). Keywords - Knowledge transfer, Inter-organizational, Organizational level, LC/MNC, Large company, Multinational company, SME, Small and medium enterprise.Paper – Master thesis.

During the last two decades, strategic alliances have gained importance across many industries. This also applies the alliance of MAN and Scania as part of the TRATON Group operating in the commercial vehicle industry. After being created in 2015, the group has worked on developing a collaboration structure to leverage the benefits of working together. The thesis´ aim is to examine key challenges and benefits of the specific collaboration structure called Lead Engineering Concept as one approach of working together within the strategic alliance of the group. Moreover, it aims to investigate function-specific challenges occurring in different parts of the organization. This is supposed to create a holistic view of the strategic alliance of the TRATON Group and to formulate suggestions for improvement of the current collaboration structure. Applying the relational view as a theoretical framework, a lack of collaboration-specific assets investments, and the potential of the consolidation of synergy-sensitive resources could be identified. To complement the relational view, the dimensions of process alignment and sharing principles have been introduced, which aims to facilitate the discussion of challenges arising during the implementation of alignment measures. Lastly, the thesis concluded with suggesting six potential improvements of the lead engineering concept, namely (1) the integration of goals, (2) the sharing of principles, (3) the translation of high-level goals into function-specific directions, (4) the investments into collaboration-specific assets, (5) the consolidation of synergy sensitive resources, and (6) the definition of a common technical understanding.

This report focuses on governance mechanisms for industrial symbiosis (IS). The study takes an organizational approach on material and energy exchanges between different organizations (or different parts in the same organization) leading to increased regional resource efficiency. This project explores different strategies for governance mechanisms and analyzes how these affect trust. Significant factors for initiating and keeping a collaboration successful are also analyzed. Representatives from 24 Swedish cases of symbiotic arrangements are interviewed and ten themes affecting IS collaborations are identified. The themes are governance structure, shared vision, previous collaboration, local conditions, initiating a collaboration, activities to build trust, conflicts, transaction-based or goal-oriented approach, indicators and distribution of costs and benefits. Among the governance structures used are hierarchy (collaboration between different parts of the same organization), joint venture, strategic alliance and different types of agreements. Common is a 10-15 years agreement, sometimes combined with a strategic discussion about the development of the collaboration. Three factors particularly affecting collaborations are identified: strategic meetings, indicators related to the collaboration and fair profit distribution. The factor strategic meetings is about combining long term agreements with innovation. Long term agreements might be necessary when a project requires investments. Meanwhile, this can suppress innovation by supporting outdated solutions. The paradox of needing both long term agreements and continued innovation may be solved by the practice of having strategic meetings and contract surveillance. Another significant factor for successful collaborations is the use of jointly evaluated indicators. To jointly evaluate a project according to predetermined indicators gives all parties the opportunity to know when a collaboration is successful. The third significant factor is fair profit distribution. Unfair profit distribution may delay or stop a project. It may also decrease trust in an ongoing project. A fair profit distribution is a key factor for enabling long term relationships. / Den här rapporten studerar samarbetsformer för industriell symbios (IS). Fokus för den här studien är material- och energiutbyten mellan organisationer eller mellan olika delar i samma organisation som leder till regional resurseffektivisering. Val och implementering av samarbetsform analyseras i relation till förtroende mellan organisationer och lyckade samarbeten. Viktiga faktorer för att lyckas starta och bibehålla ett symbiossamarbete analyseras också. Representanter från 24 svenska fall av symbiotiska samarbeten intervjuas och deras svar analyseras utifrån tio teman: samarbetsform, gemensam vision, tidigare samarbete, lokala förutsättningar, att starta ett samarbete, aktiviteter för att bygga förtroende, konflikter, transaktionsbaserat eller målinriktat förhållningssätt, indikatorer och vinstfördelning. Bland de samarbetsformer som används återfinns hierarki (samarbete mellan olika delar i samma organisation), joint venture, strategisk allians och olika typer av avtal. Vanligt är avtal på 10-15 år, ibland kombinerat med en strategisk diskussion om samarbetets utveckling. Tre faktorer identifieras som extra viktiga vid symbiotiska samarbeten: strategiska möten, indikatorer relaterade till samarbetet och rättvis vinstfördelning. Strategiska möten handlar om att kombinera långsiktiga avtal med innovation. Långsiktiga avtal behövs ofta i symbiossamarbeten för att kunna göra investeringar. Samtidigt kan detta låsa fast utdaterade lösningar och försvåra innovation och utveckling. Att ha avtalsbevakning och en strategisk diskussion kring utveckling av samarbetet har identifierats som ett sätt att lösa detta på. En annan betydande faktor för lyckade samarbeten är gemensamma indikatorer relaterade till samarbetet. Att gemensamt utvärdera samarbetet enligt uppsatta indikatorer ger alla parter möjlighet att veta när ett samarbete lyckats. Den tredje identifierade faktorn är rättvis vinstfördelning. Orättvis vinstfördelning kan stoppa eller försena ett samarbete. Det kan också urholka parternas förtroende till varandra. En rättvis vinstfördelning kan däremot skapa förtroende och är en nyckelfaktor till ett långsiktigt samarbete.

This thesis aims to provide insights on how private-sector inter-organizational collaboration creates interaction and synergistic value towards sustainability. Value propositions are directed towards individuals, organizations and society at large. To achieve this purpose, an explorative, in-depth case study on the NextWave initiative is conducted to address the sustainability challenge of marine plastic pollution. An abductive research approach is applied, matching main theories of both private-sector partnerships and value co-creation with empirical data gathered through semi-structured interviews with NextWave members. The study looks at individual as well as collaborative activities leading to the cocreationof interaction and synergistic value. It is further analyzed, how these created values lead toexternal system change towards sustainability. Key findings are limited to the case of NextWave as the intent of the study is an initial exploration of the topic. The data leads the authors to an affirmative conclusion, delivering a number of activity and process examples that foster collaboration and promote interaction and synergistic value. That, in turn, allows for system change and a more sustainable development. Therefore, this thesis makes valuable contributions to the theoretical knowledge of collaboration and value creation. Additionally, a conceptual and analytical framework based on contemporary literature contributes to the body of knowledge as well as allows practical application.

No description available.

Doctor of Education / Department of Educational Leadership / Trudy Salsberry / Institutional advancement is a constant challenge for leaders at institutions of higher education. The continued threat to historically black college and universities (HBCU) survival, due to the lack of resources they need to operate and compete, is at the forefront of concerns for many HBCU presidents and supporters. Research suggests that to have success in acquiring more resources, universities will need to work with their alumni associations and foundations. The purpose of this qualitative, multi-case study was to contribute to the limited research on the relationships among HBCU leaders responsible for growing resources. Numerous aspects contribute to increasing alumni giving and this study will contribute to that knowledge. The discussion of inter-organizational relationships and how the processes of cooperation, coordination, and collaboration transpire should be a part of the dialogue. Exploration of these relationships and processes can highlight possible solutions and deficiencies in the success of institutional advancement. Sites for this study were purposefully selected to examine these inter-organizational relationships. Data included in-depth interviews and related documents and artifacts. Thirty patterns and three themes emerged from the data analysis. The three themes include an understanding that (a) “working together” enacts cooperation, coordination, and collaboration; (b) human capital and organizational structures affect coordination and the ability to reach goals; and (c) the goal for increased resource capacity focuses the efforts of cooperation, coordination, and collaboration. This study extends the discussion to looking at inter-organizational relationships as another perspective to enhance resources. This investigation also introduces dialogue about alumni association and foundation volunteerism as an important component in developing effective solutions. The understandings portrayed in the identified themes will help university officials, practitioners, advancement volunteers, and supporters of higher education enhance their institutional advancement strategies and help set forth norms for productive behaviors.

<p><strong>Purpose: </strong>The purpose of this study is to investigate which elements constitute inter-organizational dependence and how inter-organizational dependence influences the relationship between GGP Sweden AB and Stoeryd AB.</p><p><strong>Background: </strong>The notion of arm's length relationships relying on market competition has been replaced with a new ideal consisting of closer, mutually beneficial relationships with extensive collaboration, cooperative actions, and long-term orientation. The benefits of more collaborative supply chains have also been questioned. Collaborative relationships can bring numerous positive outcomes but also conveys reliance on resources or competences of others. Intensified, collaborative relationship is connected to higher dependence, generating vulnerability when depending on others for survival. Several perspectives in social science lay grounds for the research on inter-organizational dependencies. Dependence is regarded to be an important concept for understanding buyer-supplier relationships.</p><p><strong>Method: </strong>This case study investigates the relationship and inter-organizational dependence of GGP Sweden AB and their supplier, Stoeryd AB. Various perspectives within business research have laid grounds for a framework by which to investigate dependence. Empirical material of the two case companies has been collected with aim to provide further insights and reflections about inter-firm dependence and the elements affecting it.</p><p><strong>Conclusion:</strong> A revised framework is presented in the shape of a model including the elements of dependence. The study recognizes the significance of regarding several elements for assessing dependence and that these must be seen in relation to other elements. Further, the behavioral factors of the relationship and intangible characteristics of the offering have been determined to significantly affect dependence. Finally, even if inter-organizational dependence is created within a relationship, elements must be seen in relation to alternative relationships. The connection between higher level of dependence and increased collaboration as apparent also in the case relationship. Trust, commitment and mutual interest are factors apparent in the relationship that may help to control the vulnerability striving from dependence.</p> / <p><strong>Syfte: </strong>Syftet med denna studie är att undersöka vilka element som utgör beroende mellan företag samt hur beroende influerar relationen mellan GGP Sweden AB och Stoeryd AB.</p><p><strong>Bakgrund: </strong>Det finns en utveckling som tyder på att affärsrelationer inte längre bygger på rena transaktioner där företag låter marknadskrafterna styra. Istället visar trenden på att långvariga, djupare relationer som är gynnsamma för båda parterna till högre utsträckning prioriteras. Dessa affärsrelationer karaktäriseras av omfattande samarbete med en strävan mot gemensamma mål. Forskare har även ifrågasatt fördelarna med denna typ av relation i leverantörskedjan. Relationer med hög grad av samarbete bidrar till en rad positiva följder, men bidrar även till ökat beroende av kompetens och resurser från utomstående parter. Detta i sin tur leder till en större sårbarhet då verksamhetens överlevnad beror på en annan aktör. Flertalet perspektiv inom den samhällsvetenskapliga litteraturen ligger till grund för studier om beroendeförhållanden. Beroende ses som ett viktigt koncept för att förstå förhållanden i leverantörskedjan.</p><p><strong>Metod: </strong>Denna fallstudie syftar till att undersöka förhållandet och beroendet mellan företagen GGP Sweden AB och Stoeryd AB. Flertalet perspektiv inom företagsekonomisk forskning har tagits i beaktning och grundat det teoretiska ramverk studien baseras på. Det empiriska material som samlats in syftar till att ge större insikt om beroendeförhållande mellan aktörer i leverantörskedjan och faktorer som påverkar detta förhållande.</p><p><strong>Slutsats: </strong>Ett reviderat ramverk presenteras i from av en modell, innehållande de element som påverkar beroende mellan företag. Studien påvisar att dessa element måste ses i förhållande till varandra för att ge en helhetsbild av beroendet. Det upptäcktes också att det fanns en länk mellan beroendet och beteendet i relationen. Även om det inter-organisatoriska beroendet skapas inom förhållandet, så visar studien att elementen ska ses i relation till alternativa förhållanden. Det påvisades också att en högre grad av beroende kan kopplas ett mer omfattande samarbete. Förtroende, engagemang och gemensamma intressen är faktorer som kan minska sårbarheten och öka kontrollen av beroendet.</p>

Les pôles de compétitivité sont un espace collectif dynamique. Par conséquent, la compréhension de l’intégration des organisations au sein de ce dispositif est stratégique. Cette recherche porte sur les logiques d’insertion des acteurs au sein des pôles. La méthodologie mobilisée est basée sur l’étude qualitative de deux cas : le pôle Mer et le pôle PASS basés en région PACA. Trois niveaux de résultats sont proposés. Un premier niveau concerne l’identification des ressources recherchées par les acteurs lors de leur entrée au sein des pôles, puis, un second niveau permet d’appréhender l’intensité des liens mobilisés par les acteurs lors de leur insertion. Enfin, en nous appuyant sur les ressources recherchées et les liens inter-organisationnels mobilisés par les différents acteurs, un troisième niveau de résultats nous permet d’identifier trois logiques d’insertion : technologique, économique et politique. / Clusters are a dynamic collective space. Therefore, understanding the integration of organizations within this system is strategic. This research focuses on logic then insert the actors in the “pôles”. Mobilized the methodology is based on the qualitative study of two cases: the “pôle” PASS and Mer based in the PACA region. Three levels of results are available. The first level concerns the identification of resources sought by the players when they enter in the pin, then a second level, capture both the intensity of ties mobilized by the actors during their insertion. Finally, drawing on the resources sought and inter-organizational linkages mobilized by different actors, a third level of results allows us to identify three logical integration: technological, economic and political.

Face à la dispersion géographique de leurs activités, les firmes multinationales (FMN) sont amenées à gérer des relations intra- et inter-organisationnelles de plus en plus complexes. Cette recherche doctorale porte sur la coordination de ces relations dans le contexte de l’usine mondiale (global factory), qui constitue une forme particulière de l’entreprise-réseau. Elle s’appuie sur une recherche-action menée auprès de l’entreprise Renault Trucks (groupe Volvo). L’étude empirique est fondée sur 63 entretiens, des groupes de discussion interactifs et l’organisation de deux workshops, complétés par des données secondaires. Les résultats obtenus mettent en avant le rôle prépondérant de la firme-pivot dans le pilotage des relations avec les partenaires internationaux. Selon la configuration du partenaire (niveau d’autonomie opérationnelle et fréquence de la transaction), il est recommandé de choisir des mécanismes de coordination spécifiques. Un jeu de 21 propositions vise à améliorer notre compréhension de l’usine mondiale en termes d’agencement et de fonctionnement interne. Enfin, un design organisationnel de l’usine mondiale est développé. / Facing the geographic dispersion of their activities, multinational companies (MNCs) are involved in the management of increasingly complex intra- and inter-organizational relationships. This doctoral research focuses on the coordination of these relationships in the context of the global factory, which represents a particular form of the network-firm. It is based on an action research project conducted at Renault Trucks (Volvo Group). The empirical study covers 63 interviews, interactive panels and the organization of two workshops, completed by secondary data. The results highlight the important role played by the lead firm for the management of relationships with international partners. Depending on the configuration of the partner (level of operational autonomy and frequency of the transaction), it is recommended to choose specific coordination mechanisms. A set of 21 proposals intends to improve our understanding of the global factory in terms of configuration and internal operations. Finally, an organizational design of the global factory is developed.