• A
  • A
  • A
  • АБB
  • АБB
  • АБB
  • А
  • А
  • А
  • А
  • А
Обычная версия сайта
Магистратура 2019/2020

Стратегические партнерства в НИОКР

Направление: 38.04.02. Менеджмент
Когда читается: 2-й курс, 1 модуль
Формат изучения: без онлайн-курса
Прогр. обучения: Управление в сфере науки, технологий и инноваций
Язык: английский
Кредиты: 3

Course Syllabus

Abstract

Strategic business partnerships, referring to cooperative arrangements between firms and other organizations (e.g., universities and government laboratories), have become a popular mechanism for accessing markets and resources and for creating and transferring technology. Starting as a phenomenon in the industrialized world, partnerships have spread fast around the globe. Networking through partnerships is often touted as a key enabler of successful international business operations, especially in reference to complex knowledge-intensive industries. This course examines strategic business partnerships in all their forms, with special emphasis on partnerships involving the implementation of new ideas and marketing of new products. In-class discussion focuses on the incentives to cooperate, the advantages and disadvantages of partnerships for the various parties involved, the organizational forms of partnerships, and the processes of partnership negotiation, management and resolution. The role of multinational corporations and of smaller companies in setting up and participating in alliance networks will be appraised extensively.
Learning Objectives

Learning Objectives

  • Partnership governance; partner search strategies of companies; partnership management
Expected Learning Outcomes

Expected Learning Outcomes

  • Ability to analyze innovation strategies
  • Skills for developing organizational STI models
  • An understanding of innovation climate determinants
  • Developing innovation portfolios
  • Ability to design innovation processes
Course Contents

Course Contents

  • Definitions, rationale
  • Multinational Corporations, Small and Medium-Sized Enterprises
  • Negotiating, Managing I (need, find, select partners)
  • Cases (distributedin advance)
  • Negotiating, Managing II (structuring, building networks, alliance dynamics)
  • Global Value Chains
  • Cases (distributedin advance)
  • Wrap-up, Lessons
Assessment Elements

Assessment Elements

  • non-blocking Case study
  • non-blocking Final Exam
Interim Assessment

Interim Assessment

  • Interim assessment (1 module)
    0.3 * Case study + 0.7 * Final Exam
Bibliography

Bibliography

Recommended Core Bibliography

  • Nicholas S. Vonortasa, & Richard N. Spivackb. (n.d.). MANAGING LARGE RESEARCH PARTNERSHIPS: Examples from the Advanced Technology Program’s Information Infrastructure for Healthcare Program. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.8BE364B4
  • Nicholas Vonortas, & Lorenzo Zirulia. (2015). Strategic technology alliances and networks. Economics of Innovation and New Technology, (5), 490. https://doi.org/10.1080/10438599.2014.988517
  • Ohmae, K. (1989). The Global Logic of Strategic Alliances. Harvard Business Review, 67(2), 143–154. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=8905081819
  • Pierre Dussauge, Ulrich Wassmer, & Marcel Planellas. (2010). How to Manage Alliances Better Than One at a Time. Post-Print. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.hal.journl.hal.00537079

Recommended Additional Bibliography

  • Sampson, R. C. (2004). The Cost of Misaligned Governance in R&D Alliances. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.EDB861D0