Co-Creation: Viewing Partnerships Through A New Lens

Collaboration remains an on-going discourse throughout the funder community, but little has been written about explorations or innovations into different ways of working collectively, beyond what was established decades ago.The Connecticut legislation calling for a greater coordination of efforts to improve early childhood outcomes explicitly invited "philanthropic organizations" to partner in the development of new policies and a systematic approach for supporting young children and families. The Connecticut Early Childhood Funder Collaborative emerged as the platform for philanthropy to do this work.Similar to other funder collective endeavors, the Collaborative and the state can claim short-term success. They not only had tangible results, but each valued their ability to coalesce to achieve those results. The difference in this effort was the melding of knowledge, networks and funding in a new paradigm. The more difficult question is whether the short-term endeavor creates the necessary conditions to sustain their efforts long enough to realize true systems change and improved outcomes for children and families.For large-scale systems change, co-creation may be a more fitting approach; it acknowledges self-interest, existing alongside shared goals and purpose, as necessary to sustain voluntary efforts. Co-creation is predicated on the notion that traditional top-down planning or decision-making should give way to a more flexible participatory structure, where diverse constituencies are invited in to collectively solve problems.Co-creation doesn't give priority to the group or the individual, but instead supports and encourages both simultaneously. In co-created endeavors, a shared identity isn't needed; members continue to work toward their own goals in pursuit of the common result. Co-creation enables individuals to work side by side, gaining an understanding of the goals, resources, and constraints that drive the behaviors of others, and adjusting accordingly to maintain a mutually beneficial gain.The partnership of the Connecticut Early Childhood Funder Collaborative, the State, and the Connecticut Council for Philanthropy was not originally structured to be an example of co-creation. It does, though, possess many of the attributes of successful co-creation endeavors. Recognizing these similarities in structure and purpose holds much promise to help the public and private sectors understand not only what to sustain, but how best to organize and continue working to achieve the long-term goal

Techonology Based Strategic Alliances: A Turkish Perspective

Strategic alliances can be as simple as two companies sharing their technological and/or marketing resources. In this context, strategic alliances help firms in an entrepreneurial way by allowing them to reorganize their value chain activities more effectively. Business alliances can assist organizations to acquire the means to compete within an ever complex and changing environment and it provide firms with market knowledge, open up access to know-how and technology. This study focuses on the technology related alliances from 2002 to 2005 in Turkey.Strategic Alliances; Techology Based Alliances; Compatitive Power

Knowledge management and organizational learning: Strategies and practices for innovation

In a globalised competitive world, organisations are looking for ways to gain or maintain a competitive advantage in the marketplace. Of the important challenges facing firms and organizations three are of prime importance: (1) for organizations to know what they know and maximise the transfer of this knowledge throughout their organisation; (2) finding ways of working which assist in maintaining their competitive advantage and finding new ways of gaining competitive advantage often through innovation, and (3) continuously learning through the exploitation of existing resources and capabilities and the exploration of new resources and capabilities to improve their performance. These challenges are interrelated. This paper investigates some of the extensive literature on innovation and knowledge management and suggests propositions for future research

Innovative coordination of agribusiness chains and networks

To facilitate scientifically grounded innovative forms of strategic network coordination, this paper integrates two major bodies of literature on competitive advantage. The two bodies of literature are the industry-oriented outside-in approach, and the competence-oriented inside-out approach, here homogenized along the dimensions of degrees of firm embeddedness, respectively, the broadness of shared resource bases. The elements detailed are interfirm relationships, resource bases, network governance instruments, coordination mechanisms, the impact of events on network structures, and the active mobilisation of actors and resource. Thereby, the paper is able to detail 5 generic types of business networks. Next, it relates 21 network governance instruments to type of partnerships (binding vs loosening), forms of interaction (cooperative vs opportunistic). The realized reduction of network complexity enhances conceptual transparency and increases the instrumental usage of this research for effective network coordination by businesses. An integrated case illustrates the usefulness of the various concepts and the coherency of the different elements

Alliance Coordination, Dysfunctions, and the Protection of Idiosyncratic Knowledge in Strategic Learning Alliances

In high technology industries firms use strategic learning alliances to create value that can’t be created alone. While they open their interorganizational membrane to gain new skills and competences, generate new products and services, accelerate development speed, and enter into new markets their idiosyncratic knowledge base may be impaired when knowledge related dysfunctions like the unintended knowledge transfer, asymmetric learning speed or premature closing occur. Within a value approach we examine the interplay of alliance coordination activities that enhance value creation, emerging knowledge related dysfunctions, and formal and organizational protections measures which shall safeguard firms intellectual crown jewels. We tested our hypotheses with a sample of 111 strategic alliances of young technology based Enterprises (YTBEs) with competing partners in high and key technology industries. Our findings suggest that a focal firm’s alliance management is well advised to intensely coordinate the alliance and to be aware of dysfunctional tendencies that erode alliance value. Since organizational protection measures could exaggerate dysfunctional effects they should be deployed very deliberately on a modest level. Formal protections measures, in contrast, seem to aggravate coordination activities’ value creation effect by setting behavioral guidelines. Moreover, an unsuccessful negotiation process of formal protection agreements may allow a deselection of partners that would not obey others intellectual property interests. Finally, we highlight theoretical and managerial implications that arise from these findings. --Strategic Learning Alliance,Protection

Relational quality: A dynamic framework for assessing the role of trust in strategic alliances

The organizational literature has always posited that «trust» plays a key role in economic exchanges, particularly when one or another party is subject to the risk of opportunistic behaviour, incomplete monitoring, or when moral hazard problems arise. These conditions are almost always present in the case of alliances and joint ventures between independent parties. This paper explores the concept of «relational quality» in one such inter-organizational form ­dyadic alliances­ where past experience and the shadow of the future play an important role. Relational quality is important, as it affects the extent to which partners substitute reliance on trust for more formal control mechanisms. Building on theory, case studies and survey data, we develop a framework for thinking about trust in dynamic and practical terms. We define three elements affecting relational quality in alliances: the initial conditions surrounding the exchange, the cumulative experiences of the parties with each other's behaviours as they interact, and the impact that external events have on perceptions of behaviour and attitudes of the parties about each other's trustworthiness. We use data on a sample of alliances with one Spanish partner to explore the relative impact of these elements and develop a more precise set of propositions from this framework. The paper should guide further work towards quantifying the role of trust as a control mechanism in the performance of strategic alliances.Alliances; economic exchanges; joint ventures;

Transparency in transatlantic trade and data law

Transparency continues to occupy a patchy and uneven place in EU and US relations in key economic and regulatory areas. This patchiness plays out in a variety of ways including in downgrading by the US of the EU in diplomatic and regional standing albeit non-expressly in recent times. The chapter explores the shifts in practices on transparency in EU-US cooperation from a legal perspective. It focuses on EU-US trade negotiations and data transfer cooperation. Transparency provides a useful point of departure as it is a common value and instrument for the US and EU, yet one that seems to be utilised very differently. Transatlantic relations increasingly show a tension between the government to government model of transparency. In the EU-US data protection regime of the Privacy Shield a complex constellation of subjects is emerging and its genuine enforcement appears open to significant doubt. In trade, the European Parliament increasingly attempts to participate and involve citizens’ rights in new EU-US negotiations and raise civil liberties, citizens’ mobility rights and public interest themes. In light of these developments, this chapter considers how EU and US are becoming divergent in how they handle both communication with each other and toward citizens. The EU is increasingly becoming an organised transparent actor toward the US and trying to increase transparency toward citizens through different instruments, whereas at the moment we see in the US a disruptive environment of information flows and an administration that disrupts the traditional lines of allies and non-allies in how it behaves