By Benedict C. Doepfer
This paintings contributes to entrepreneurship examine and gives sensible implications for marketers and entrepreneurship promotors by means of significantly studying a networked method of price production procedures of younger knowledge-intensive entrepreneurial enterprises and assessing detailed innovations and strategies for entrepreneurial organisations to use those buildings. during this context the idea that of co-innovation competence is brought and empirically analyzed. effects point out that marketers stick to a selected technique in the direction of networking minimizing transaction charges taking an on-demand-based viewpoint of networking. therefore marketers may possibly relate to neighborhood innovation promotors and in addition succeed in past local constructions to discover appropriate companions and take advantage of structural holes.
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Extra info for Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures
354-360. Harryson 2008 pp. 291-293. Cohen/Levintal 1990, p. 128. 1. 289; Harryson 2006, p. 354. See Lichtenthaler 2006, p. 68; Zahra/George 2002, p. 192. See Lane/Lubatkin 1998, pp. 464-466. See Dyer/Singh 1998. The authors identify four components for the establishment of inter-organization competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary assets, (4) effective governance. 161 See Nyström 1990; Pisano 1990; 1991. 162 See Sanchez/Heene 1996 p.
218 • Insourcing and venture investing: The mere acquisition of technologies transfers ownership rights of established products and services to the in-sourcing company. These are slightly modified and adapted for commercialization in existing market channels. g. Lerner/Mergers 1998; Anand/Khanna 2000; Sarcho 2002. 214 Gans/Stern 2003, p. 337. 215 See Dahlander/Gann 2010, p. 704. 216 See Gassmann/Enkel 2006, p. 136. 217 Enkel (2009, p. 182) in an empirical example refers to, on the one hand, the pharmaceutical industry, in which substances such as Botox, Viagra and Erythropoitin have been laveraged in further application areas, on the other hand, as well as to IBM realizing additional profits of two billion $ via IP management.
See Man/Lau/Chan 2002, 132. Ireland/Hitt/Sirmon 2003, p. 970. See Pinchot 1985; Pinchot/Pellman 1999. 16 2. State of the Discussion ing of the dominant logic89 by evaluating resource allocation decisions. (5) The questioning of the corporate vision to identify the perspective of the firm toward opportunities. (6) Being strategically entrepreneurial and developing a corporate culture of opportunity- and advantage-seeking behavior. 91 Ireland/Hitt/Sirmon (2003, pp. 973-977) elaborate on financial capital, human capital, and social capital as the critical portfolio of tangible and intangible resource requiring a strategic management due to its dynamic character within a strategic entrepreneurship perspective.
Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures by Benedict C. Doepfer