Oxley & Sampson (2004) "The scope and governance of international R&D alliances
24 important questions on Oxley & Sampson (2004) "The scope and governance of international R&D alliances
What difficult change do participants in research and development alliances face?
What do the authors explore?
What do the authors argue?
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Why must firms find the right balance between maintaining open knowledge exchange to futher the technological development goals of the alliance, and controlling the knowledge flows to avoid unintended leakage of valuable knowledge?
What does prior research in transaction costs suggest?
What does establishing the scope of activities for an R&D alliance involve?
By adopting on of two major simplifications, prior research on alliance formation has approached the complex system of alliance decisions. Which two?
- The first approach has been to look only at the question of which firms are chosen as alliance partners, ignoring the related issues of alliance scope and governance
- The second simplification, adopted in transaction cost economic treatments of alliance formation, has been to focus exclusively on the governance decision, effectively abstracting from decisions regarding partner choice and alliance scope
Why is this so? (according to the transaction cost analysis)
Why adopting a joint venture?
What is the most accessible dimension of alliance scope in terms of conceptual clarity and data availability?
What is the functional or 'vertical' scope of the alliance?
What does an increase in vertical scope of an alliance predictably exacerbates?
Where is the horizontal scope of activities related to?
Why is the evaluation of horizontal scope a much more subjective and challenging exercise?
What does the research in the field of technology and operations management suggest?
What are the implications for R&D alliances?
Which many opportunties for firms may collaboration in R&D provide for firms that glean competitive intelligence from alliance partners?
- Hints about partner strategies and directions of technological search, or feasibility of particular ideas
- Competitive benchmarking data
- Identification of key personnel who may be hired away
- Codified knowledge (in formulas, designs, and procedures)
- Deep exposure to tacit knowledge in skills and routines
When is it almost impossible to effectively manage mixed activity R&D alliances?
When does protection of technological knowledge become more challenging with increases in alliance scope?
What about competition, capabilities and alliance scope?
What is a predictable outcome of collaborative R&D?
When there is extensive overlap in alliance partners' areas of technological expertise, partner firms are likely to draw on.....
Where is a potentially competing effect?
Why would the authors expect firms to be more likely to choose an equity joint venture rather than a contractual alliance?
The question on the page originate from the summary of the following study material:
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