From Acting What’s next to Speeding Trap: Co-Evolutionary Dynamics of an Emerging Technology-Leader

JEL Classifications: O33, O53, L63[[abstract]]How does technological innovation emerge and evolve? We approach such an inquiry by synthesizing the perspectives of dynamic capabilities and co-evolutionary dynamics to portray organizational routines and multi-phase strategic renewals of an emerging technology-leader. To untangle the emergence of technological innovation, we conducted a longitudinal case study on the first and the largest dedicated semiconductor foundry, TSMC, located in the emerging economy of Taiwan. The firm-case of TSMC illustrates two unique co-evolutionary paths, that is, transforming from industry-latecomer to technology-leader and from process innovation to product innovation. We found multi-motor co-evolutionary dynamics between TSMC and the semiconductor industry, where its co-evolutionary mechanism of managed selection in its creating phase of mature process-innovation (1987-1998) has migrated to hierarchical renewal in its extending phase of advanced process-innovation (1999-2001), and then to holistic renewal in its modifying phase of product-innovation (2002-2007). During such paths, our research discovered a unique type of organizational routines, acting what’s next because TSMC has proactively searched for potential problems sooner than its competitors. However, such routines, although driving technological innovation, also lead to a unique type of success-trap, that is, speeding trap. When an emerging technology-leader fundamentally changes the industrial structures to over-specs, the growth driven by technology speeding may trap such a leader in a loop of over-exploration.[[sponsorship]]The authors are grateful to the research grant from the National Science Council (NSC) in Taiwan. The earlier manuscript of this paper was presented at the 2009 Annual Meeting of Academy of International Business (AIB) in San Diego, USA.[[notice]]補正完畢[[journaltype]]國外[[ispeerreviewed]]Y[[booktype]]紙本[[booktype]]電子版[[countrycodes]]CA

Collaboration between a research university and firms and other institutions

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Collaborative know-how and trust in university–industry collaborations: empirical evidence from ICT firms

This paper builds upon the knowledge-based view and organizational learning perspective. It develops and empirically tests a conceptual model to analyse the drivers and benefits of university-industry cooperation from the firm perspective. We used structural equation modeling to examine data collected from a sample of small and medium-sized Italian firms in the information and communication technology sector. We found that past collaborative experience increases the benefits drawn from university-industry cooperation. Both collaborative know-how and trust, however, play a significant mediating role on the relationship between collaborative experience and benefits. In particular, collaborative know-how is the main factor enhancing intangible benefits, such as knowledge transfer and learning, while trust is the main driver of tangible benefits, such as product and process innovations. Taken together, these findings suggest that firms should develop strategic competences to fully benefit from collaborations with universities because past collaborative experience alone is not sufficient. From the policy point of view, effort is needed to build channels and tools enhancing trust between industry and university, especially to support small firms

Collaborative know-how and trust in university–industry collaborations: empirical evidence from ICT firms

This paper builds upon the knowledge-based view and organizational learning perspective. It develops and empirically tests a conceptual model to analyse the drivers and benefits of university-industry cooperation from the firm perspective. We used structural equation modeling to examine data collected from a sample of small and medium-sized Italian firms in the information and communication technology sector. We found that past collaborative experience increases the benefits drawn from university-industry cooperation. Both collaborative know-how and trust, however, play a significant mediating role on the relationship between collaborative experience and benefits. In particular, collaborative know-how is the main factor enhancing intangible benefits, such as knowledge transfer and learning, while trust is the main driver of tangible benefits, such as product and process innovations. Taken together, these findings suggest that firms should develop strategic competences to fully benefit from collaborations with universities because past collaborative experience alone is not sufficient. From the policy point of view, effort is needed to build channels and tools enhancing trust between industry and university, especially to support small firms