Abstract not found

We investigate whether firms learn to manage interfirm alliances as experience accumulates. We use contract-specific experience measures in a data set of over 2000 joint ventures and licensing agreements, and value creation measures derived from the abnormal stock returns surrounding alliance announcements. Learning effects are identified from the effects of unobserved heterogeneity in alliance capabilities. We find evidence of large learning effects in managing joint ventures, but no such evidence for licensing contracts. The effects of learning on value creation are strongest for research joint ventures, and weakest for marketing joint ventures. These results are consistent with the view that learning effects are more important in situations characterized by greater contractual ambiguity. Copyright © 2000 John Wiley & Sons, Ltd.

Abstract not found

A growing body of empirical literature supports key assertions of the resource-based view. However, most of this work examines the impact of firm-specific resources on the overall performance of a firm. In this paper it is argued that, in some circumstances, adopting the effectiveness of business processes as a dependent variable may be more appropriate than adopting overall firm performance as a dependent variable. This idea is tested by examining the determinants of the effectiveness of the customer service business process in a sample of North American insurance companies. Results are consistent with resource-based expectations, and they show that distinctive advantages observable at the process level are not necessarily reflected in firm level performance. The implications of these findings for research and practice are discussed along with a discussion of the relationship between resources and capabilities, on the one hand, and business processes, activities, and routines, on the other. Copyright © 2003 John Wiley & Sons, Ltd. The resource-based view (RBV) asserts that firms gain and sustain competitive advantages by deploying valuable resources and capabilities that are

Virtual teams are becoming apreferred mechanism for harnessing, integrating, and applying knowledge that is distributed across organizations and in pockets of collaborative networks. In this article we recognize that knowledge application, among the three phases of knowledgemanagement,hasreceivedlittleresearchattention. Paradoxically, this phase contributes most to value creation. Extending communication theory, we identify four challenges to knowledge integration in virtual team environments: constraints on transactive memory, insufficient mutual understanding, failure in sharing and retaining contextual knowledge, and inflexibilityoforganizationalties.Wethenproposeknowledge management system (KMS) approaches to meet these challenges. Finally, we identify promising avenues for future research in this area.

The question of exactly how science is commercialized is an important one. While the social structures of “science ” and “technology ” are distinctive, recent work suggests that scientific and technological ideas in fact co-evolve. This paper addresses the dynamics of such co-evolution: are scientific networks deeply co-mingled with networks through which technology is created and if so how? It does so in a study of an emerging area of biomedicine—tissue engineering. The research is based on a novel methodology that takes advantage of the fact that an idea is often inscribed in both a patent and paper, thus forming a patent– paper pair. Starting with the pair, it is possible to trace the citation network of patents, papers, inventors and authors, combining traditional bibliometric analysis with in-depth interviews to provide new insights. The results show that for this case there exist distinctive scientific and technological networks. Furthermore, while there is evidence of overlap, it is neither co-publishing nor citation as might be predicted from current literature. Rather co-mingling exists through founding, licensing, consulting and advising. This has implications for our understanding of the processes through which spillovers arise, the way in which commercialization and technology transfer should be structured and for recent debates on conflict of interest in biomedicine.

The tacit assumption that increased product modularity is associated with advantageous increases in organizational modularity underlies much of the literature on modularity. Previous empirical investigations of this assumption, few in number, have faced numerous confounding factors and generated conflicting results. I build a causal model for the relationship between product and organizational modularity, which I test using a distinctive empirical setting that controls for confounding factors present in previous studies. I find support for only part of the assumed relationship, showing that modularity is a more multi−faceted concept than previously recognized. In particular, increased product modularity enhances reconfigurability of organizations more quickly than it allows firms to move activities out of hierarchy. The paper contributes to the emerging stream of research that focuses on the previously under−appreciated costs of designing and maintaining a modular organization.

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of dynamic capabilities

Business acquisition, resource redeployment, and asset divestiture are elements of a dynamic process in which firms change their businesses by recombining internal and external resources. Analyzing 253 horizontal acquisitions, we show that post-acquisition resource redeployment leads to asset divestiture from the business that receives the redeployed resources, but not from the business that contributes the new resources. Consistent with scale economies rationales, we find that strategic similarity also leads to greater asset divestiture from the target firms. Many theoretical perspectives are skeptical about the positive rationale for acquisitions and many of these believe that asset divestiture is evidence of acquisition failure. Our arguments and analysis help refine the accepted wisdom. In particular, the pattern of resource redeployment and asset divestiture in our analysis suggests that acquisitions provide a means of reconfiguring the structure of resources within firms and that asset divestiture is a logical consequence of this reconfiguration process. Copyright © 2001 John Wiley & Sons, Ltd. This study examines the causes of asset divestiture following horizontal acquisitions. Asset divestiture is the partial or complete sale or disposal