Types of Collaboration

Licensing, Outsourcing, Joint Ventures, Strategic Alliances, Collective Research Organizations, Mergers & Acquisitions. With a focus on partner evaluation metrics and international considerations, discover how companies can strategically navigate diverse collaborative models for breakthrough innovation and global success.

.credits: Mellisa A. Schilling

Collaborative business models play a pivotal role in today's dynamic and interconnected business environment. The actual execution of such models, however, can be intricate, making it crucial for engaged parties to carefully select and agree upon a suitable collaborative arrangement. This selection process is essential for establishing an efficient organizational structure, standardized processes, and a transparent governance model that outlines rules and responsibilities. (1)

Types of collaboration

Collaboration can take on various forms, ranging from informal arrangements to more structured and long term partnerships. Here, we delve into several types of collaborative business models, each with its unique characteristics and applications:

Licensing

Outsourcing

Joint Ventures

Strategic Alliances

Collective Research Organizations

Mergers & Acquisitions

Performance Evaluation & International Considerations

Analyzing collaborative performance is crucial, though a sheer survival / existence of a collaboration is not a sufficient determinant of success. Metrics such as goal achievement, financial indicators (ROA/ROI), and partner satisfaction (Sampson, 2005) contribute to a holistic assessment.

Navigating international collaborations requires additional considerations. References such as Kapoor and Lee (2013) and Rouyre and Fernandez (2019) provide insights into managing knowledge-sharing and protecting tensions in coupled innovation projects among competitors.

Conclusion

In the pursuit of international collaborations, businesses can leverage academic insights to strategically navigate diverse collaborative models. By understanding the nuances of each model and considering international dimensions, engaged partners can enhance their decision-making processes and foster successful collaborations on a global scale.

References

Schilling M. A. (2020). Strategic management of technological innovation (Sixth). McGraw-Hill Education.
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Kapoor, R., & Lee, J. M. (2013). Coordinating and competing in ecosystems: How organisational forms shape new technology investments. Strategic Management Journal, 34(3), 274-296.
Sampson, R. C. (2005). Experience effects and collaborative returns in R&D alliances. Strategic Management Journal, 26(11), 1009-1031.
Sampson, R. (2007) R&D alliances and firm performance: The impact of technological diversity and alliance organization on innovation. Academy of Management Journal, 50(2): 364-386
Estrada, I., Faems, D., Cruz, N. M., & Santana, P. P. (2016). The role of inter partner dissimilarities in Industry-University alliances: Insights from a comparative case study. Research Policy, 45(10), 2008-2022.
Estrada, I., Faems, D., & de Faria, P. (2016). Cooperation and product innovation performance: The role of internal knowledge sharing mechanisms and formal knowledge protection mechanisms. Industrial Marketing Management, 53, 56-65.
Du, J., Leten, B., Vanhaverbeke, W. (2014). Managing open innovation projects with science based and market-based partners. Research Policy, 43(5), 828-840.
Kapoor, R., & Lee, J. M. (2013). Coordinating and competing in ecosystems: How organisational forms shape new technology investments. Strategic Management Journal, 34(3), 274-296.
Li, D., Eden, L., Him, M. A., Ireland, R. D., & Garrem, R. P. (2012). Governance in multilateral R&D alliances. Organization Science, 23(4), 1191-1210.
Rouyre, A., & Fernandez, A. S. (2019). Managing knowledge sharing-protecting tensions in coupled innovation projects among several competitors. California Management Review, 62(1), 95-120.