By Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)
Jorg Bensinger, a gaggle head of Audi corporation's R&D go away ment, were looking forward to lengthy to discover an opportunity to promote his inspiration of a four-wheel force for passenger autos to 1 of the board mem bers. Favorable studies were amassed in force exams with the lItis, a jeep-like motor vehicle constructed to be used within the German military. The ex periences confirmed exceptional functionality on icy roads and in snow. Bensinger's likelihood got here in February of 1977, while he may consult Ferdinand Piech, then R&D vp of Audi and a know-how buff. at present Audi wasn't rather regarded as a tech nological chief within the public. know-how established strategies have been anticipated from Mercedes or Porsche by means of many shoppers. Piech, Ben singer, and others sensed that introducing the four-wheel force to passenger automobiles may perhaps begin a strategic swap. less than nice secrecy improvement paintings and prototype building have been commissioned. One quandary appeared to be area specifications for the gear-box. Hans Nedvidek, former race-track engineer within the Mercedes staff, used to be assigned to the group, and he built an creative approach to the matter. It took till September of 1977 until eventually different board mem bers have been knowledgeable, and after a few rallying the board stumbled on a con sensus within the subsequent month to authorize additional improvement steps for a four-wheel force motor vehicle. even though, Audi is a subsidiary of Volkswagen Corp. The accord of the a lot greater mom needed to be secured.
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Extra info for The Dynamics of Innovation: Strategic and Managerial Implications
4. 1 Monopolized knowledge in non-complex products (I) At the extreme, one individual can create or possess new knowledge which can be exploited economically, even if it is in the form of a product which is not complex initially. This product can be a radical innovation. The owner of the new knowledge simultaneously creates information asymmetries vis-a-vis other people. The Benz motor car, for which petrol had to be bought at the pharmacy and which was driven on traditional dirt roads, the crystal receiver with the headphones for listening to radio transmissions, and the first Apple personal computer are examples of this.
The life sciences today are so rich with potential that no singe entity can hope, or afford, to own all the new tools, the techniques, the ideas that are available. That is one of the reasons I continue to believe that size alone does not impart a competitive advantage in this industry ... The path we have chosen aims to enhance and complement our own skills, to take Lilly's proven ability to innovate and to multiply it dramatically. That is why we are pursuing strategic collaborations with other scientific organizations.
It causes relatively high costs), because one observes that when discontinuous technological change occurs, contractually secured fonns of cooperation (joint ventures, technology licensing agreements, and various fonns of R&D consortia) are preferred to generate knowledge (Lambe, Spekman 1997, pp. 102-116). Trust building might need to be supplemented by formal legal agreements (which could then be interpreted as a costsaving measure). This is shown by the ABS case: in 1965, DaimlerBenz A G hinted to Robert Bosch GmbH that it should address itself to the development of an anti-locking system (Bingmann 1994, p.
The Dynamics of Innovation: Strategic and Managerial Implications by Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)