Alliance stratégique

Une alliance stratégique est une coopération entre des entreprises concurrentes ou potentiellement concurrentes. Elles choisissent de mener à bien un projet ou une activité spécifique en coordonnant leurs compétences, leurs moyens et leurs ressources nécessaires plutôt que de lutter entre elles sur un marché qui devient de plus en plus exigeant et qui pourrait amener à des cessations ou des acquisitions d’activités. Avantages et types d’alliances pour l’entreprise Les caractéristiques qui composent les alliances donnent une plus grande liberté aux entreprises. En effet, elles permettent à celles-ci de retirer des avantages qu’elles n’auraient pas pu avoir avec une concentration sans avoir à en supporter les inconvénients. Elles permettent, aussi, aux différentes entreprises d’avoir la possibilité, par un réajustement stratégique et dans un certain degré, de rompre avec les partenaires sans se soucier des aspects administratifs et financiers. Types d'alliance Il

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Technology In-Sourcing and the Creation of Pioneering Technologies

Vareska van de Vrande

This study analyzes the effect of different external technology sourcing modes on the creation of radical innovation in companies. Moreover, since prior research has indicated that exploration consists of looking beyond both organizational and technological boundaries, the role of technological distance between the partnering firms and the role of technological newness are also included. In particular, this paper examines how they affect the relationship between external technology sourcing and the creation of pioneering technologies (technologies that do not build on any existing technologies), which are used as a proxy for radical innovations. Using a sample of companies that were from the pharmaceutical industry, the results indicate that strategic alliances and corporate venture capital investments have a positive effect on the creation of pioneering technologies, whereas the effect of M&As is found to be negative. Additionally, the results show that the impact of these governance modes on the creation of pioneering technology is indeed affected by the newness of the technology and relatedness of the technological portfolios of the partnering firms. A larger technological distance between the two partnering firms increases the effect of strategic alliances on the creation of pioneering technologies. In addition, the results indicate that technological newness weakens the positive effect of CVC investments and non-equity alliances on the creation of pioneering technologies.

2011

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Additivity and Complementarity in External Technology Sourcing: The Added Value of Corporate Venture Capital Investments

Vareska van de Vrande

Innovating firms often invest in a number of different technology projects, in different stages of development, using a wide range of distinct technology sourcing modes, such as strategic alliances, joint ventures, and mergers and acquisitions. Recently, firms have also gained an increasing awareness of the potential benefits of corporate venture capital investments. This paper investigates the particular role of corporate venture capital investments in the technology sourcing portfolio of firms. More specifically, we focus on the extent to which corporate venture capital investments are additive or complementary to other modes of technology sourcing when explaining the innovative performance of firms. The results indicate that corporate venture capital investments are particularly beneficial for the innovative performance of firms when they are used in combination with other technology sourcing modes.

Institute of Electrical and Electronics Engineers2011

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The performance impact of intra-firm organizational design on an alliance's NPD projects

Yuosre Badir, Christopher Tucci

This research contributes to the intra-organization, inter-organization, and new product development (NPD) management literature by studying the impact of a firm's internal organizational design on the communication within and performance of NPD projects conducted with strategic alliance partners. The empirical data were collected from three in-depth case studies of network lead companies (NLCs) operating in different industries. The three NLCs have different internal organizational designs, ranging from very flexible "organic" to very rigid "mechanistic." In each NLC, a successful new-to-firm product development project was chosen for further detailed investigation. First, we identify the role the alliance's NPD project characteristics and industry characteristics play in determining the "intensity level" and "media richness" of communication required between the alliance's NPD project partners. Then, we examine how the internal organizational design influences the actual intensity and media richness of communication of the alliance's NPD project that matches our assumptions of what is required. (C) 2009 Elsevier B.V. All rights reserved.

Elsevier2009

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MGT-455: Practical business law

The course covers the fundamental concepts of business law from a practical standpoint, including contracts and company law, intellectual property, competition law and data protection, with a special focus on issues specific to start-up companies.

MGT-635: Economics of Innovation and Technological Change

This year, the course will be held at Technical University of Denmark, Lyngby/Copenhagen, 8 to 12 May 2023. Please contact the EDMT Administration for more information.

MGT-420: Climate entrepreneurship

Climate entrepreneurship is at the core of developing sustainable economy. The students learn climate aspects and practical view of launching a sustainable venture by developing a business plan covering market analysis, business model, go to market strategy, finance plan; and pitching to investors.