Carlos A. Benavides-Velasco

Cooperation, competition, and innovative capability: a panel data of European dedicated biotechnology firms

Abstract Small and medium high-technology firms usually develop upstream and downstream ties in order to perform their new product development process. Many of these alliances are characterized by co-opetition dynamics, that is, partners collaborate and compete simultaneously. Traditionally, competitive and cooperative theory has been analyzed as different research streams. Although scholars and managers have recognized that striking a balance between both strategies (co-opetition) plays a key role in the performance of innovation process, little empirical research shows evidence about this relation. In this paper, firstly, a review of theoretical perspectives of co-opetition is made, and then, we identify alternative strategic behaviors from the combination of competitive and cooperative attitudes. Finally, we show the results from a study of a sample of European dedicated biotechnology firms, where we analyze the effect of co-opetitive strategy on technological diversity and new product development.

Knowledge organisation in R&D alliances: its impact on product innovation

Based on the knowledge-based view of the firm, this paper analyses how alternative configurations of technological relatedness in interfirm research and development (R&D) alliances influence specific types of product innovation. A longitudinal study of pharmaceutical firms provides support for the argument that complementary alliances contribute to the development of both radical and incremental innovation. Collaborating with partners that have similar technologies only enhances incremental innovation, although its impact is curvilinear. These evidences highlight the importance of designing a suitable portfolio of R&D alliances in order to develop different innovative competences.

Searching for complementary technological knowledge and downstream competences: clustering and cooperation

Alliances usually are considered a suitable strategy to obtain complementary resources in high-technology firms. In this paper, we make some advances in this topic analysing how the combined effect of location and cooperation networks explains different levels of access to scientific and technological knowledge and downstream competences. Our empirical evidence shows that being located in technological clusters benefits access to spillovers and knowledge from local upstream alliances. Additionally, this location positively influences the number of foreign downstream alliances that joint to national ones are the most effective ties to complete production and marketing capabilities. These results are important because both scientific knowledge and downstream competences are critical to innovation performance.

Science-based Firms Going Public: The Role of Patent Indicators and Top Management Teams

Abstract This paper examines how specific dimensions related to innovative capabilities influence the economic value of science-based firms when they go public. To test a set of hypotheses, we conduct an empirical research of a sample of dedicated biotechnology firms that completed an initial public offering (IPO) in the USA during 1983–2009. The results indicate that technological diversity, the patent stock’s value and dominant functional diversity in top management teams (TMTs) are positively associated with raising funds through an IPO. However, intrapersonal functional diversity in the TMT does not have a significant effect.

Institutional Review as a Starting Point for Strategic Planning in Universities

This paper aims to show the experience of a Spanish university, the University of Malaga (UMA), in the Institutional Review Program promoted by the European University Association (EUA). This process has played a major role in the strategic management of UMA. On the one hand, it has helped to reformulate the initial SWOT matrix and define some important strategy actions. On the other hand, and more importantly, the EUA process has encouraged an awareness of the importance of quality assurance and strategic planning.