By Francis Bidault (auth.)
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Additional info for Managing Joint Innovation: How to balance trust and control in strategic alliances
When it comes to marketing, a company might look for (missing) resources or might want to learn about new market speciﬁcities. The company could expect to reduce its risk proﬁle, accelerate its speed of market entry, and so on. The same goes for R&D, purchasing, production, logistics, services, etc. However, the extent of joint contribution can differ substantially and so could the expected capabilities development. But the nature of interaction between partners in an alliance will be deﬁnitely affected by what partners intend to achieve in their cooperation.
Yet other alliances represented a move 50 Corning (%) 50 50 50 50 50 50 50 50 Partner (%) Asahi & Sony Owens-illinois Dow Corning Samsung Siemens BICC Genentech Ciba-Geigy PPG industries Partner Ceramics Specialty ceramics Flat panel display Television glass Glass for architecture and industrial uses Fiberglass Silicon Television glass Optical ﬁber Optical ﬁber Enzymes Diagnostics systems Business Still a joint venture Still a joint venture Still a joint venture Publicly traded Still a joint venture Still a joint venture Taken over by Corning Taken over by Corning Taken over by Dupont Taken over by Ciba-Geigy Discontinued Situation as of 2011 50 50 50 50 50 50 50 49 Mitsubishi St.
The globalization and diversiﬁcation of the sources of innovation Efforts devoted to technology development are not simply growing in most industries; they are also subject to redistribution among nations and types of innovators. Whilst the most industrialized nations are still in the lead in terms of the absolute number of patents granted, emerging economies seem to be catching up. 5), but growth signiﬁcantly slowed down during the same period. 5% since that date. In the same time frame, emerging countries, particularly in Asia, demonstrated an impressive vitality.