Technological Collaboration in Industry: Strategy, Policy, and Internationalization in Innovation

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Routledge, Jan 1, 1993 - Business & Economics - 195 pages
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Both governments and firms are actively promoting collaborative research and development in technology using a variety of management techniques and strategies. Different companies experience different problems as they develop links and partnerships according to their organization and technological understanding.
In order to analyse what promotes or hinders successful collaboration, Mark Dodgson has conducted extensive research in the field and drawn together a selection of detailed case studies from around the world illustrating a variety of issues from Japanese joint ventures to small business development. He discusses the prevalence of such collaborative projects by exploring the changing processes of innovation, new policy initiatives and strategies for internationalization. He considers the scope and scale of collaboration in order to assess the way successful companies have achieved their growth.
This study is important for exploring the area not just from a single perspective of management or technology but presenting a synthesis of business functions and economic analysis. It asks what the implications for skills development are; what effect does public policy have; how far can such ventures go; what decision making processes are involved. All these aspects of collaboration must be considered in order to develop the right management skills and plan strategy for the future. Success in such ventures depends on this.

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Political economy, economics and development Technological collaboration in industry: strategy, policy and internationalization in innovation. ...
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About the author (1993)

Mark Dodgson is Director of the Technology and Innovation Management Centre at the University of Queensland Business School, University of Queensland, Visiting Professor at the Tanaka Business School, Imperial College London, and is an International Fellow at the Advanced Institute of Management
Research in the UK. He was previously Executive Director of the National Graduate School of Management at the Australian National University.
Mark has lecutured and researched widely trhoughout Europe, North America, Asian, and Latin America, and has been an invited participant at international conferences in over 35 countries. He has been an advisor and consultant to many European Commission Programs and to numerous UK, US, European,
Asian, and Australian government departments and agencies. David Gann is Head of Entrepreneurship, Innovation and Technology Management at the Tanaka Business School, Imperial College London. David holds the Chair in Technology and Innovation Management and co-directs the Imperial College Innovative
Manufacturing Research Centre. He is responsible for a large portfolio of research involving collaboration with firms in design, manufacturing, engineering, construction, ICT services and healthcare industries. His research interests include the intensification of innovation, use of simulation and
modeling in innovation processes, and managing innovation in project-based firms. He consults with several leading companies and is an advisor to governments and industry organisations. He previously held the Royal Academy of Engineering Chair in Innovative Manufacturing at the University of Sussex.
Ammon Salter is Senior Lecturer in Technology andInnovation Management at the Tanaka Business School, Imperial College London. He is the author of several reports and articles on the sources and determinants of innovation. He was the author of the CVCP/HEFCE Report on 'Talent, Not Technology',
exploring the relationship between publicly funded research and innovation in the UK. He has worked for HM Treasury on a report on the economic benefits of basic research, and was the co-author of the Russell Group of Universities report 'Measuring and Mapping Third Stream Activities'. He is
currently a member of the DTI's Project Board for the development of the 4th UK Innovation Survey.

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