Models of innovation: startups and mature corporations

Article Abstract:

Corporations have bigger capital, more scientists and engineers and more strategic alliances compared to startups, but the structural and managerial advantages of corporations also pose challenges. Innovation requires that resources must be mobile and incentives must be aligned between resource providers and innovators.

Models, Innovations, Comparative analysis, Technological innovations, New business enterprises, Startups, Report

---

Relational Quality: Managing Trust in Corporate Alliances

Article Abstract:

In corporate alliances and joint ventures the relational quality, trust, determines if they will endure and prosper or not. It also gives guidelines for managing the reservoirs and flow of trust in the organization.

Joint-Venture Management, Statistical Data Included, Evaluation, Joint ventures, Management, Corporate culture, Strategic alliances (Business), Breach of trust

---

Managing formation process in R&D consortia

Article Abstract:

The three different formation paths to effectively structure R&D consortia are discussed.

Organizational history, Consortia, Organization formation, Consortium

Similar abstracts:

• Abstracts: Valuation of futures and commodity options with information costs. Irreversibility, sunk costs and investment under incomplete information
• Abstracts: Forecasting at Taylor Made Golf. The emerging forecasting process at Reckitt and Colman Inc. Game plan for a successful collaborative forecasting process
• Abstracts: Transition and development of innovation capacities in Hungary. Portfolio management for new product development: results of an industry practices study
• Abstracts: The myth of restructuring, 'competent' managers and the transition to a market economy: a Romanian tale. The consolations of organization theory
• Abstracts: Organizational innovation: a meta-analysis of effects of determinants and moderators. Product Innovation Strategy and the Performance of New Technology Ventures in China

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.