2. IInnnnoovvaattiioonn IInnnnoovvaattiioonn mmeeaannss iis a new idea, change or
process. Innovation can be viewed as the application of
better solutions that meet new requirements, or existing
market needs.
More effective products, Effective processes, best
services, technologies, or ideas that are readily available
to markets, governments and society. The term
innovation can be defined as something original.
Innovation is the realization of an idea creative of value
that appropriates a public as relevant to their needs or
expectations.
Innovation is the key for competition, development,
sustainable economical growth and public welfare.
6. CCooooppeerraattiioonn
Voluntarily arrangement in which two or
more entities engage in a mutually
beneficial exchange instead of competing.
Cooperation can happen
where resources adequate for both parties exist
or are created by their interaction.
9. NNeettwwoorrkk TThheeoorryy
SSeett ooff ttwwoo oorr mmoorree bbuussiinneessss rreellaattiioonnsshhiipp aanndd
iinntteerraaccttiioonn,, Members of a Collabarative
Innovation Network collaborate and share
knowledge directly with each other, rather than
through hierarchies.
EExxcchhaannggee tthhee ggooooddss,, sseerrvviicceess aanndd hhuummaann
rreessoouurrcceess..
They come together with a shared vision
because they are intrinsically motivated to do so
and seek to collaborate in some way to advance
an idea.
10. NNeettwwoorrkk TThheeoorryy
Evolve from learning networks
Feature sound ethical principles
NNeettwwoorrkkss aarree tthhee ddeeffiinniinngg ffeeaattuurree ooff ““iinnnnoovvaattiivvee
rreeggiioonnss”” ssuucchh aass SSiilliiccoonn VVaalllleeyy
Based on trust and self-organization
Make knowledge accessible to everyone
Operate in internal honesty and transparency
This section addresses some selected early and
later work which explicitly addresses our
concerns about the relationship between type of
alliance and innovation in an economic sense.
16. ADVANTAGES FOR TOYOTA ADVANTAGES FOR SUPPLIER
Integrated Systems Economies of scale
High Quality Constant Order
Shared Development Cost Know-How Transfer
Cost Reduction Shared Development cost
Secured Supply Shared Financing
Hıgh Influence on Supplier Not easily replicable
18. HHoorriizzoonnttaall CCooooppeerraattiioonn
Both formal and informal horizontal linkages
can help reduce transaction costs, create
economies of scale, and contribute to the
increased efficiency and competitiveness of an
industry.
Affects the processes aanndd ssttrruuccttuurree ddeessiiggnn ooff
ddiissttrruubbiittiioonn nneettwwoorrkkss..
In addition to lowering the cost of inputs and
services (including financial services)
HHCC RReeqquuiirreess iinntteerr--ffiirrmm ccoooorrddiinnaattiioonn..
19.
20. BBeenneeffiittss ooff HHoorriizzoonnttaall CCooooppeerraattiioonn
Facilitate bulk purchasing of inputs and services
Reduce transaction costs for buyers
Increase bargaining power of smallholders
Promote collective learning
Enable risk sharing
Influence the creation of industry standards
Catalyze the implementation of marketing
strategies and provide access to new
markets (for smallholders who cannot sell
individually, but can do so as a group)
21. BBeenneeffiittss ooff HHoorriizzoonnttaall CCooooppeerraattiioonn
Encourage firms to advocate for change
Pool resources to purchase expensive shared
equipment or services
Supply large quantities demanded by buyers and
importers
22. SSWWOOTT FFoorr HHoorriizzoonnttaall CCooooppeerraattiioonn
Strengths Weakness
Cost Sharing Costs of Coordination
Efficient Allocation of Production Necessary Capital İnvestments
Production Flexibility Lack of Control
Opportunities Threats
Using of Partners’Know-How’ Transition of Bad Image
Access to new Market Choosing Wrong Partner for Long-term
Customer Acquisitions Competiiton Rules
25. TTrraannssaaccttiioonn CCoosstt EEccoonnoommiiccss
Firms are assumed to engage in relationships
with other firms when collaboration minimizes
transaction costs. This analysis predicts and/or
explains behaviour of the firm, based on the
relative costs of
1) trading in the market with arm’s length
transactions,
2) having longer term relationships with another
firm as outlined in legal contracts versus
3) internalizing those activities within the firm.
26. TTrraannssaaccttiioonn CCoosstt EEccoonnoommiiccss
The framework thus addresses the basic
question of whether the firm should do
something in-house or whether it should obtain
it externally,
- One reason for the TCE view on collaboration
is the assumption that firms will act
opportunistic, e.g. basically to maximize their
own returns.
- TCE does not directly address the following
issues which this paper uses in order to compare
theories: - vertical vs. horizontal collaboration,
-number of alliances, - small vs. large firm
27. TTrraannssaaccttiioonn CCoosstt EEccoonnoommiiccss
- TCE does, however, say something about the
issues of - trust, - learning, - time in relation to
collaboration for innovation.
- In emphasizing opportunism, TCE is generally
seen to neglect the issue of trust
29. University && IInndduussttrryy CCoollllaabbrraattiioonn
Todays economy, economic growth can be
linked to effective utilization of science and
technology.
In this process Universities have the potential to
act as a strong drivers of growth:
-Generate, commercialize and apply new
knowledge to enhance prosperity and quality of
life,
-Educate people with high skills in research
(High Skilled Workers )