Titlebook: Open Innovation through Strategic Alliances; Approaches for Produ Refik Culpan (Professor of Management and Internat Book 2014 Refik Culpan

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The Challenges and Prospects of Open Innovation through Strategic Alliances, has provided new insights and useful directions in the management of innovation beyond company boundaries in the areas of new products, processes, and technologies, both researchers and practitioners still face some challenges that need to be addressed. In the past, in management literature, variou

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Open Innovation and Internationalization Behavior: The Case of Spanish Firms,ovanni Valentini (2011) and Bruno Cassiman and Elena Golovko (2011) show that product innovation encourages small- and medium-sized enterprises’ (SMEs) export activity, whereas Kumar (2009) finds a negative relationship between product and market diversification.

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Genesis and Evolution of the Xerox-P&G Co-innovation Partnership: Lessons Learned,by the research team to identify key themes and insightful quotes, which are used throughout the case study. A longer version of this case study was reviewed and approved for factual accuracy by the Xerox and P&G executive team that provided us access to the interviewees participating in this study and to in-house company documents.

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Open Innovation and KIBS Start-Ups: Technology- and Market-Based Alliance Portfolio Configurations,nowledge input and output (Gallouj, 2002). However, KIBS start-ups are exposed to extant uncertainty because they face risk in the form of liability of newness, liability of smallness, and fundamental uncertainty. This uncertainty can be mitigated via a firm’s portfolio of alliance relationships (Ozcan and Eisenhardt, 2009).

Prologue

The Big Data Lever for Strategic Alliances,mer, 1994). Displacing the long trend of internalized functions for greater control that began in the nineteenth century (Chandler, 1977), increasing externalization of noncore activities has characterized the twenty-first century.

pericardium

Corporate Groups and Open Innovation: The Case of Panasonic in Japan,group is the organizational design implemented by a firm with the strategy of related diversification that adopts the consequential structure of multidivisional form but recognizes the strategic and operational autonomy of those operating divisions.

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