A Coevolutionary Model as a Collaborative Mechanism for the Business Exchange in the High-technology Industrial Value Chain

2012 ◽  
Vol 1 (2) ◽  
pp. 193-207
Author(s):  
Sajal Kabiraj ◽  
Dwarika Prasad Uniyal

The High-technology industries are highly capital-intensive enterprises dealing with short life cycle products, offering potential to simultaneously examine different perspectives of collaborative relationships. Although the extant literature on collaborative activities in business enterprises has progressed along the different stages in the industrial value chain, there is lack of cohesion in the current state of the art. Conceptual clarity and contextual description in particular are dispersed and disintegrated in the current state. In order to integrate the literature and highlight its contributions, it is essential to provide a more technical description and a discussion on supply chain collaboration from various perspectives of the High-technology industry. In this article, the issues pertaining to responsiveness, collaborative development practices, strategic procurement and information technology (IT), and control-oriented approaches are presented. By effectively doing so, we provide a comprehensive literature review to determine the scope for future research in the High-technology industries and other similar manufacturing environments.

Author(s):  
Nebahat Tokatli

AbstractIn this chapter, I question the extent to which the networks of the flat glass industry facilitated innovation in the past and continue to do so now. So far, students of technology-based industries have focused their attention on a number of high-technology industries including, for example, biotechnology. Since the manufacturing and secondary processing of flat glass require the application of a degree of technological expertise, the flat glass industry is also considered a technology-based industry, though not a high-technology industry in the sense that biotechnology is. This particularity of the industry enables me not only to provide a reasonably complete account of the extent to which the networks of the flat glass industry facilitate innovation, but also to explore whether or not we need a different sort of network thinking for this particular industry—different from the thinking that the students of high-technology industries subscribe to as they study, for example, biotechnology.


Author(s):  
Fernando Sousa ◽  
Ileana Monteiro

Twenty two interviews were conducted with top management in these organizations. The interviews were made by telephone addressing specific strategies in three domains: creative management, creative people management, and creativity management. Results indicate that high technology organizations, dependent upon financial support, do not seem to concentrate on corporate innovation, and do not have alternatives to budget reductions made in R&D, due to the present financial crisis, in order to innovate. The remaining companies provided several suggestions as to the way corporate innovation systems can be built and sustained within the framework of the future European innovation policies, devoted to workforce development, the service sector and the SMEs.


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