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This negotiation case is meant to be used in conjunction with “Hybritech, Incorporated (A)” (UVA-F-0792); half the class works from one case and half from the other. Lilly is considering acquiring Hybritech, but the genetic-engineering company's future cash flows are difficult to predict and value. Both companies want to effect the merger, but the cases, which provide essentially the same information in all other respects, provide widely divergent projected cash flows. The “Hybritech, Incorporated (B)” case (UVA-F-0793) is the follow-up case dealing with the payment structure of the acquisition.

Discusses the correct implementation of recognition systems in the light of the delivery of outstanding quality and customer service. Outlines the systems implemented by Hibritech Inc., Moore Business Forms and Chevron UK.

An abundance of much publicized TQM failures have tarnished the good name of total quality management. Rob Evans, chief executive at ODI Europe, argues that these are problems with implementation, rather than with TQM itself. Uses Nestlé Chocolate and Confections, ABB Zamech and Hybritech as examples of companies which are capitalizing from taking the TQM track. Concludes that the success of TQM depends on the level of dedication exhibited by senior management.

Increasing competition in global markets requires many countries to seek new growth sectors. In addition, the nature of competition is changing. This paper applies the business ecosystem concept and studies San Diego as a spatial health and life sciences ecosystem. The purpose of this paper is to identify issues that should be considered in design of innovation policies and regional industry development.

The research approach is built on a literature review of business ecosystems and spatial innovation. The empirical study is based on semi-structured interviews, observations, and information gathering and verification during field research.

The results include a description of the ecosystem structure and dynamics. This paper demonstrates the bottom-up nature of San Diego’s health and life sciences ecosystem without a dominant lead actor, and presents prerequisites for fostering spatial ecosystems.

A single case may not be able to offer a generalized picture of this topic. However, the study raises several considerations for researchers and decision-makers involved in innovation policy design. Future work should extend the study and involve other spatial and substance contexts to compare findings and to pursue a more generic picture of innovation ecosystems and networks.

This paper demonstrates that applying the concept of business ecosystems to the spatial context provides new insights in terms of dynamic mechanisms and factors contributing to economic growth in a particular location. Understanding how to facilitate the creation of successful spatial ecosystems is in the focal point of innovation policies.

By taking conventionalist view of the evolution of biotechnology, we suggest that the process by which entrepreneurs determined what made biotechnology valuable and figured out how to organize around such an economic logic was contested. The shape that biotechnology has ultimately taken emerged from the resolution of these contests. Convention theory – as elaborated in Boltanski and Thévenot's (2006) On Justification ¹ – argues that our economy is shaped by participants affecting the rules of economic action. Whereas most economists would argue that the assignment of value underpins any system of exchange, conventionalists suggest that this value is not only given by the principles of optimization but instead can be derived from many possible spheres such as civic duty, attainment of fame, proof of technologic performance, and demonstration of creativity. More specifically, Boltanski and Thévenot (2006, p. 43) claim that the establishment of a particular logic “comes about as a part of a coordinated process that relies on two supports: a common identification of market goods, whose exchange defines the course of action, and a common evaluation of these objects in terms of prices that make it possible to adjust various actions.” Simply put, economic logics embody principles of economic coordination or conventions that guide interpretation of the technology and its value.

Increased customer satisfaction is the driving force behind many organisations in the 1990s. ODI is helping companies achieve this goal through Quick‐Start — a technique used to implement quickly and efficiently the management of both relationships and processes.

Theories of platform strategy and adoption have been largely derived from studies of their application in the information and communications technology (ICT) sector. These platforms vary in openness, with the model of open source software providing the best-known exemplar for open platforms.

This exploratory field study examines the degree to which nine attributes of ICT platforms are applicable to open platforms in biotechnology. Using a combination of interview and secondary data, it identifies three patterns of such biotechnology platforms – IP commons, hackerspaces, and crowdsourced patient registries – and the degree to which these nine attributes apply. It shows the impact of ICT platforms and open source software on open source approaches to biotechnology, and how the latter are affected by the technical, legal, and institutional differences between information technology and biotechnology.

Instead of open source software platforms organized around modular interfaces, complements, ecosystems, and two-sided markets, this study instead suggests a model of open source knowledge platforms which benefits from economies of scale but not indirect network effects. From this, it discusses the generalizability of the ICT-derived models of open source platforms and offers suggestions for future research.

The conference and exhibition got off to a good start with an official reception by the Mayor of Bournemouth on Tuesday evening where attendees could relax and chat—a pleasant way to meet old friends and to make new acquaintances.

ISHM invites papers for the above Conference, to be held on 29–31 May 1991 in Rotterdam, The Netherlands. Papers should cover areas such as: design, manufacturing, packaging and interconnection, materials and processing, applications, reliability, components, new technologies, marketing and economics, optoelectronics. Summaries should be in English, length 200–300 words. The deadline for receipt of summaries is 30 September 1990. (For full details, see announcement on pp. 54–55.)

In 1979, the company's Annual Report stated that Monsanto operations included “more than 180 manufacturing plants, laboratories, and technical centers in 20 nations. The company's products [were] sold in 123 nations.” According to the April 30, 1984, Fortune, “Monsanto hit its nadir in 1980; though sales increased 6 percent to $6.57 billion, earnings plunged 55 percent to $149 million….[The company] lost over $300 million on old‐line businesses, with fibers and styrene proving the worst performers.” Its return on stockholder equity was 5.3 percent.