Firm Collaboration Research Articles

Inter-firm Collaboration and Learning: The Case of the Japanese Automobile Industry

This paper investigates the effect of intra-firm Research and Development expenditure and inter-firm collaboration on firm performance. It is proposed that R&D expenditures enable a company to improve knowledge and assimilate the exchange of information within non-routine collaboration activities. The hypotheses are tested by an empirical study on inter-firm technical collaboration in Japanese Automobile firms during the years 1975–1995, using the method of first-order auto-regression on a panel data set. The findings indicate that R&D expenditure increases performance, but do not allow clear conclusions on the effects of collaborations.

International collaboration of law firms: Modes, motives and advantages

Facing strong global competition and a growing demand for international legal advice in the host and home countries, it is crucial for local law firms to acquire and develop expertise and skills via international collaboration with experienced foreign law firms. This paper addresses the emergence of the global legal service industry and studies the international collaboration between Taiwanese and foreign law firms. A formal collaboration provides Taiwanese law firms with a high efficiency in acquiring strategic asset via know-how transfer, training and expatriate lawyers. Market-seeking law firms, on the other hand, tend to use informal collaboration. Further research is suggested.

The evolutionary nature of the firm within industrial districts

Abstract The Italian industrial district phenomenon has been widely analyzed and admired. It demonstrates that small firm collaboration is globally competitive. But the conditions for competitiveness changed in the 1980s. The question some authors posed was: can the districts survive? Using an evolutionary economic analysis, this article analyzes the challenges faced by the district paradigm of development, with special attention being paid to their capacities to improve efficiency and innovation. It concludes that strategic adaptation will be slow but that the flexibility inherent in the district model will sustain those firms that link to global networks.

External linkages and innovation in small and medium‐sized enterprises

While small and medium‐sized enterprises (SMEs) can enjoy a number of behavioural advantages over their larger counterparts in the innovation process (e.g. rapid response to external threats and opportunities; efficient internal communication; interactive management style), they can also suffer from a number of mainly material disadvantages (e.g. inability to spread risk over a portfolio of new products; difficulties in market start‐up abroad; problems in funding longer‐term R&D). One area in which SMEs can suffer a marked disadvantage is that of establishing the appropriate network of contacts with external sources of scientific and technological expertise and advice.This paper addresses the issue of SMEs’ external linkages and presents data from a number of studies showing the importance of in‐house technical skills to linkage activity; the importance of complementary between in‐house and external know‐how accumulation; and the importance of technology strategy in guiding the accumulation process. SME‐oriented public technology policies should be adapted to the specific needs of SMEs in that they should focus on facilitating vertical (supplier‐manufacturercustomer) linkages and offer support throughout the innovation chain from pre‐ competitive research through to product development.Numerous studies testify to the importance of firms extensively ‘networking’ in order to improve innovation potential (for example, Mowery, 1988; Contractor and Lorange, 1988; CEST, 1990). The majority of these studies focus on formal technology agreements, such as R&D joint ventures,; tend to feature large firm collaboration rather than that undertaken by small and medium‐sized enterprises (SMEs); and while they often refer to the management problems involved in collaboration, few examine their management in any depth.This paper will describe the extensive collaborations of innovative SMEs, and will emphasise how the employment of key personnel affects the range and scope of linkages. It will highlight the broad diversity of linkages used by SMEs for technological development. And, by means of a case study of a highly technologically advanced SME, it will examine some of the most important management problems facing the collaborative process.

CORROSION COMMENTARY

PREPARING THE DOUNREAY SPHERE. The 135 ft. dia. sphere under construction for the United Kingdom Atomic Energy Authority at Dounreay, Caithness, is now about half completed. It will house the world's first large‐scale experimental fast breeder reactor and the project is estimated to cost some £15 million. This vast welded steel structure represents the collaboration and combined effort of several firms using many specialised items of equipment, prominent amongst which is the equipment for surface preparation and anti‐corrosive treatment.