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OVERVIEW: 'Asymmetric' partnerships between technology-based start-ups and large firms represent one route by which an open innovation strategy can be implemented. Asymmetric partnerships can provide benefits to both resource-constrained startups and capability-rich larger firms. However, there are numerous management challenges to the successful setup and management of such partnerships. Valuable management lessons can be learned from the experience of entrepreneurs, managers, investors, and lawyers involved in successful and failed asymmetric partnerships. KEY CONCEPTS: partnerships, start-ups, large firms, open innovation., Within an open innovation environment, start-ups can be an important source of innovation for large, long-established firms seeking to improve their innovation capabilities (1). Similarly, commercially inexperienced start-ups with a [...]

An attempt at the integration of recent writings on project-based cross-sector partnerships to address social issues is made. The consolidation is aimed at the enhancement of cross-disciplinary fertilization. Societal sectors, public-private alliances, etc. are dealt with in detail.

Abstract Trillions of dollars are spent annually on international acquisitions and often these acquisitions are considered a failure in regard to performance. The importance of valuation of an international target [...]

This article develops and tests hypotheses on relational exchange and electronic communication media in supply chains involving small versus large suppliers. Through a combination of focus groups, e-mail surveys and case studies, the article addresses the differences in relational exchange due to supplier size. Findings indicate significantly greater use of relational exchange and electronic communication media with large suppliers compared to small suppliers. The article offers solutions to reducing the relational and technological gaps between large and small suppliers., INTRODUCTION There are nearly 1 million companies with paid employees operating in Canada. Less than 1 percent of these companies employ more than 500 people. In the manufacturing sector, Statistics [...]

This paper analyzes the phenomenon of strategic technology alliances. It is proposed that the concept of small worlds, which has been adopted from mathematical graph theory, is a useful model to combine two theoretical streams that have previously analyzed this phenomenon. These are the theory of social capital and the theory of structural holes. We outline a small worlds model, and apply it to data on strategic technology alliances. We find that networks of strategic technology alliances can indeed be characterized as small worlds, and that this has favorable implications for knowledge transfer. There are, however, also important differences between two different technology fields that we consider: chemicals and food, and electricals. Keywords: Strategic technology alliances; Models of network dynamics; Social capital; Structural holes

By the turn of the century, the United States will observe the coalescence of a trend that has been in the making for several decades: government and business--once the antithetical [...]

An outlook on growth in alliances between small and big companies is presented.