Complementors and innovation

Matheus J.M. Habets

doi:10.3990/2.268488460

Complementors and innovation

Matheus J.M. Habets

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Academic

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Abstract

A lot of innovations arise not from any single individual or single organization but instead of collaborative efforts of multiple individuals or organizations. This often faces difficult decisions and might result in losing (partly) control over core processes, the lost of know-how, and shared rewards. At the other hand collaboration creates opportunities that enable learning, more scale, faster development times and shared risks (Gulati, 1998; Gulati, Nohria, & Zaheer, 2000; Powell, Koput, & Smith-Doerr, 1996). The increasing amount of research in business relationships is able to emphasize the contribution to innovation and is argued in several themes.

Original language	English
Title of host publication	Proceedings of the 16th Annual High Technology Small Firms Conference 2008
Place of Publication	Enschede
Publisher	University of Twente
Number of pages	8
ISBN (Print)	9789036526685
DOIs	https://doi.org/10.3990/2.268488460
Publication status	Published - 2008
Event	16th Annual High Technology Small Firms Conference, HTSF 2008 - Enschede, Netherlands Duration: 21 May 2008 → 23 May 2008 Conference number: 16

Conference

Conference	16th Annual High Technology Small Firms Conference, HTSF 2008
Abbreviated title	HTSF
Country/Territory	Netherlands
City	Enschede
Period	21/05/08 → 23/05/08

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10.3990/2.268488460

ArticleFinal published version, 51.8 KB

1 Book

Proceedings of the 16th Annual High Technology Small Firms Conference and Doctoral Workshop 2008
Rossini, G., 2008, Enschede: University of Twente. 610 p.
Research output: Book/Report › Book › Professional

Open Access
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Cite this

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title = "Complementors and innovation",

abstract = "A lot of innovations arise not from any single individual or single organization but instead of collaborative efforts of multiple individuals or organizations. This often faces difficult decisions and might result in losing (partly) control over core processes, the lost of know-how, and shared rewards. At the other hand collaboration creates opportunities that enable learning, more scale, faster development times and shared risks (Gulati, 1998; Gulati, Nohria, & Zaheer, 2000; Powell, Koput, & Smith-Doerr, 1996). The increasing amount of research in business relationships is able to emphasize the contribution to innovation and is argued in several themes.",

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AB - A lot of innovations arise not from any single individual or single organization but instead of collaborative efforts of multiple individuals or organizations. This often faces difficult decisions and might result in losing (partly) control over core processes, the lost of know-how, and shared rewards. At the other hand collaboration creates opportunities that enable learning, more scale, faster development times and shared risks (Gulati, 1998; Gulati, Nohria, & Zaheer, 2000; Powell, Koput, & Smith-Doerr, 1996). The increasing amount of research in business relationships is able to emphasize the contribution to innovation and is argued in several themes.

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M3 - Conference contribution

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ER -

Complementors and innovation

Abstract

Conference

Access to Document

Research output

Proceedings of the 16th Annual High Technology Small Firms Conference and Doctoral Workshop 2008

Cite this