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Radical collaboration: lessons from IBM's innovation factory
Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 2.
Radical collaboration: lessons from IBM’s innovation factory
Hamm S. Business Week (USA), 10 September 2007, No. 4049, Start page: 17, No. of pages: 6
Purpose to examine collaborative research and development strategies. Design/methodology/approach draws attention to how increasing numbers of companies are teaming up with other organizations to create innovation networks. Reports on how IBM developed a strategy based on collaborative activity, with a number of key allies, in order to improve its manufacturing and chip design. Puts forward how its advanced “open ecosystem” of chip R&D with nine partners has resulted in IBM having a booming chip operation. Looks at the problems involved in managing innovation networks; provides examples of a number of networks that have failed and identifies how IBM appears to have mastered the art of managing such arrangements. Quoting IBM personnel and others involved in strategic networks; highlights how mutual respect, nerve and commitment are success factors; provides four examples of other strategic networks. Originality/value provides a case study example of collaborative activity.ISSN: 0007-7135Reference: 36BA019
Keywords: Strategic alliances, Partnering, R&D