The core argument in this paper is a coopetitive game model for the description of asym-metric R&... more The core argument in this paper is a coopetitive game model for the description of asym-metric R&D alliances (alliances between young small firms and large Multinational Enterprises firms for knowledge exploration and exploitation). Our model requires the adoption of a coopetitive framework, which considers both collaboration and competition, in the general quantitative setting constructed and conceived by David Carfi. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a new special mathematical model of coopetitive game, which is particularly suitable for exploring asymmetric R&D alliances. We model a specific case: the R&D strategies a big player (Large Firm, LF) has decided to adopt in an horizontal alliance with a smaller firm (Small Firm, SF). We assume that, to achieve its goals, LF, our first player, is forming horizontal alliances (that is, alliances between producers of the same good), instead of acquiring new scientific knowledge, with a small (but research-oriented and highly efficient) firm, our second player. The SF firm (II player) is engaged in the discovery, development, manufacture and marketing of highly technological good. To cope with global competitive pressures, LF is actively engaged in the so-called "reverse deal" (McKinsey, 2011), which consists in allying in triad with another mid-size or small-size firm (our SF) and with a venture capitalist (let us call VC or Cap), our fourth player (which we won't consider one of our principal players, because of its elementary actions and simple payoffs) in order to spin out a new high-tech development program into a new SF joint venture firm (we call RJV, research joint venture), our third player.
The contribution of this book is to join in the same volume a set of theoretical visions and empi... more The contribution of this book is to join in the same volume a set of theoretical visions and empirical assessments by leading scholars about public policies towards entrepreneurship in Europe and how to rethink them. The book is divided in two parts: Part I–Entrepreneurship Policies–A European Framework; and Part II–Entrepreneurship Policy in Countries and Regions. In Part I various theoretical approaches are presented by prominent scholars from around the world. They point to the need for the European economy to be the subject of ...
Page 1. Coopetition Strategy: Stretching the Boundaries of Coopetition - Concluding Remarks Dan... more Page 1. Coopetition Strategy: Stretching the Boundaries of Coopetition - Concluding Remarks Daniela Baglieri University of Messina Co-organizer Third Workshop on COOPETITION STRATEGY: STRETCHING THE BOUNDARIES ...
In this paper we show how the study of asymmetric R&D alliances, that are those between young and... more In this paper we show how the study of asymmetric R&D alliances, that are those between young and small firms and large and MNEs firms for knowledge exploration and/or exploitation, requires the adoption of a coopetitive framework which consider both collaboration and competition. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a mathematical model for the coopetitive games which is particularly suitable for exploring asymmetric R&D alliances.
The engagement of firms in multiple simultaneous strategic alliances with various partners has be... more The engagement of firms in multiple simultaneous strategic alliances with various partners has become a ubiquitous phenomenon in today’s business landscape. Prior strategic alliance literature has offered a wealth of perspectives on how firms learn to manage individual alliances and build alliance capabilities by developing a dedicated alliance function. However, while such studies are focused on dyadic alliances, scarce attention has been devoted heretofore to the emerging phenomenon of triadic alliances. In order to shed light on such phenomenon, this chapter explores the triadic alliance and unveils some problems that epitomize such kind of alliances; that is, actor mindframes, governance structure, alliance learning problems and conflict management, and strategic and operational problems. Moreover, examining a specific triadic alliance case study (i.e., 3SUN Alliance between Enel Green Power, Sharp, and STMicroelectronics) shows how the dyadic alliance function turns out to be hardly appropriate to handle the bundle of complexities emerging from the four problems of triadic alliance settings. Furthermore, the chapter unveils the triadic alliance problem and presents a comprehensive proposition that emphasizes the need for firms to manage such complexities by creating a specifically contingent set of triadic alliance mechanisms. The chapter provides two significant contributions. First, by starting to unpack the triadic alliance problem, it offers a theoretical contribution that facilitates an improved understanding of this particular multipartner arrangement. Second, it proposes a contribution helpful to practitioners in that it supplies a set of fresh hints to build a flexible set of triadic alliance mechanisms to manage strategically a portfolio of multipartner alliances.
In this paper we show how the study of asymmetric R&D alliances, that are those between young and... more In this paper we show how the study of asymmetric R&D alliances, that are those between young and small firms and large and MNEs firms for knowledge exploration and/or exploitation, requires the adoption of a coopetitive framework which consider both collaboration and competition. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a mathematical model for the coopetitive games which is particularly suitable for exploring asymmetric R&D alliances.
Abstract Obiettivo di questo lavoro è di esaminare il comportamento strategico dell'impresa «ànco... more Abstract Obiettivo di questo lavoro è di esaminare il comportamento strategico dell'impresa «àncora» per poter comprendere le configurazioni di network innovativi ad essa riconducibili nella formazione e nello sviluppo di un sistema locale di innovazione in grado di competere nel contesto globale.
The core argument in this paper is a coopetitive game model for the description of asym-metric R&... more The core argument in this paper is a coopetitive game model for the description of asym-metric R&D alliances (alliances between young small firms and large Multinational Enterprises firms for knowledge exploration and exploitation). Our model requires the adoption of a coopetitive framework, which considers both collaboration and competition, in the general quantitative setting constructed and conceived by David Carfi. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a new special mathematical model of coopetitive game, which is particularly suitable for exploring asymmetric R&D alliances. We model a specific case: the R&D strategies a big player (Large Firm, LF) has decided to adopt in an horizontal alliance with a smaller firm (Small Firm, SF). We assume that, to achieve its goals, LF, our first player, is forming horizontal alliances (that is, alliances between producers of the same good), instead of acquiring new scientific knowledge, with a small (but research-oriented and highly efficient) firm, our second player. The SF firm (II player) is engaged in the discovery, development, manufacture and marketing of highly technological good. To cope with global competitive pressures, LF is actively engaged in the so-called "reverse deal" (McKinsey, 2011), which consists in allying in triad with another mid-size or small-size firm (our SF) and with a venture capitalist (let us call VC or Cap), our fourth player (which we won't consider one of our principal players, because of its elementary actions and simple payoffs) in order to spin out a new high-tech development program into a new SF joint venture firm (we call RJV, research joint venture), our third player.
The contribution of this book is to join in the same volume a set of theoretical visions and empi... more The contribution of this book is to join in the same volume a set of theoretical visions and empirical assessments by leading scholars about public policies towards entrepreneurship in Europe and how to rethink them. The book is divided in two parts: Part I–Entrepreneurship Policies–A European Framework; and Part II–Entrepreneurship Policy in Countries and Regions. In Part I various theoretical approaches are presented by prominent scholars from around the world. They point to the need for the European economy to be the subject of ...
Page 1. Coopetition Strategy: Stretching the Boundaries of Coopetition - Concluding Remarks Dan... more Page 1. Coopetition Strategy: Stretching the Boundaries of Coopetition - Concluding Remarks Daniela Baglieri University of Messina Co-organizer Third Workshop on COOPETITION STRATEGY: STRETCHING THE BOUNDARIES ...
In this paper we show how the study of asymmetric R&D alliances, that are those between young and... more In this paper we show how the study of asymmetric R&D alliances, that are those between young and small firms and large and MNEs firms for knowledge exploration and/or exploitation, requires the adoption of a coopetitive framework which consider both collaboration and competition. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a mathematical model for the coopetitive games which is particularly suitable for exploring asymmetric R&D alliances.
The engagement of firms in multiple simultaneous strategic alliances with various partners has be... more The engagement of firms in multiple simultaneous strategic alliances with various partners has become a ubiquitous phenomenon in today’s business landscape. Prior strategic alliance literature has offered a wealth of perspectives on how firms learn to manage individual alliances and build alliance capabilities by developing a dedicated alliance function. However, while such studies are focused on dyadic alliances, scarce attention has been devoted heretofore to the emerging phenomenon of triadic alliances. In order to shed light on such phenomenon, this chapter explores the triadic alliance and unveils some problems that epitomize such kind of alliances; that is, actor mindframes, governance structure, alliance learning problems and conflict management, and strategic and operational problems. Moreover, examining a specific triadic alliance case study (i.e., 3SUN Alliance between Enel Green Power, Sharp, and STMicroelectronics) shows how the dyadic alliance function turns out to be hardly appropriate to handle the bundle of complexities emerging from the four problems of triadic alliance settings. Furthermore, the chapter unveils the triadic alliance problem and presents a comprehensive proposition that emphasizes the need for firms to manage such complexities by creating a specifically contingent set of triadic alliance mechanisms. The chapter provides two significant contributions. First, by starting to unpack the triadic alliance problem, it offers a theoretical contribution that facilitates an improved understanding of this particular multipartner arrangement. Second, it proposes a contribution helpful to practitioners in that it supplies a set of fresh hints to build a flexible set of triadic alliance mechanisms to manage strategically a portfolio of multipartner alliances.
In this paper we show how the study of asymmetric R&D alliances, that are those between young and... more In this paper we show how the study of asymmetric R&D alliances, that are those between young and small firms and large and MNEs firms for knowledge exploration and/or exploitation, requires the adoption of a coopetitive framework which consider both collaboration and competition. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a mathematical model for the coopetitive games which is particularly suitable for exploring asymmetric R&D alliances.
Abstract Obiettivo di questo lavoro è di esaminare il comportamento strategico dell'impresa «ànco... more Abstract Obiettivo di questo lavoro è di esaminare il comportamento strategico dell'impresa «àncora» per poter comprendere le configurazioni di network innovativi ad essa riconducibili nella formazione e nello sviluppo di un sistema locale di innovazione in grado di competere nel contesto globale.
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Papers by G. Dagnino
capabilities by developing a dedicated alliance function. However, while such studies are focused on dyadic alliances, scarce attention has been devoted heretofore to the emerging phenomenon of triadic alliances. In order to shed light on such phenomenon, this chapter explores the triadic alliance and
unveils some problems that epitomize such kind of alliances; that is, actor mindframes, governance structure, alliance learning problems and conflict management, and strategic and operational problems. Moreover, examining a specific triadic alliance case study (i.e., 3SUN Alliance between Enel Green Power, Sharp, and STMicroelectronics) shows how the dyadic alliance function turns out to be hardly appropriate to handle the bundle of complexities emerging from the four problems of triadic alliance settings. Furthermore, the chapter unveils the triadic alliance problem and presents a comprehensive
proposition that emphasizes the need for firms to manage such complexities by creating a specifically contingent set of triadic alliance mechanisms. The chapter provides two significant contributions. First, by starting to unpack
the triadic alliance problem, it offers a theoretical contribution that facilitates an improved understanding of this particular multipartner arrangement. Second, it proposes a contribution helpful to practitioners in that it supplies a set of fresh hints to build a flexible set of triadic alliance mechanisms to manage strategically a portfolio of multipartner alliances.
capabilities by developing a dedicated alliance function. However, while such studies are focused on dyadic alliances, scarce attention has been devoted heretofore to the emerging phenomenon of triadic alliances. In order to shed light on such phenomenon, this chapter explores the triadic alliance and
unveils some problems that epitomize such kind of alliances; that is, actor mindframes, governance structure, alliance learning problems and conflict management, and strategic and operational problems. Moreover, examining a specific triadic alliance case study (i.e., 3SUN Alliance between Enel Green Power, Sharp, and STMicroelectronics) shows how the dyadic alliance function turns out to be hardly appropriate to handle the bundle of complexities emerging from the four problems of triadic alliance settings. Furthermore, the chapter unveils the triadic alliance problem and presents a comprehensive
proposition that emphasizes the need for firms to manage such complexities by creating a specifically contingent set of triadic alliance mechanisms. The chapter provides two significant contributions. First, by starting to unpack
the triadic alliance problem, it offers a theoretical contribution that facilitates an improved understanding of this particular multipartner arrangement. Second, it proposes a contribution helpful to practitioners in that it supplies a set of fresh hints to build a flexible set of triadic alliance mechanisms to manage strategically a portfolio of multipartner alliances.