Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.1

Chapter 7

Strategic alliances andnetworks

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.2

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.3

Figure 7.1 The tangled web of alliances between car manufacturersSource: FT.com, 4 May 2010.

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.4

Table 7.1 Assembling the component parts to make an iPhone

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.5

7-5

圖 7.1 IBM 用以強化企業策略的聯盟關係

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.6

• 創新網絡 (Innovation networks)

7-6

策略聯盟的形式 ( 續 )

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.7

• 針對聯盟協同活動的研究提供了許多定義，共分為六種聯盟形式：–授權–供應關係–合資–協同作業–研發聯盟–產業聚落–創新網絡

7-7

策略聯盟的形式

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.8

Table 7.2 Reasons for entering a strategic allianceSource: D.A. Littler (1993) ‘Roles and rewards of collaboration’, in Tidd, J., Besant, J. and Pault, K. (eds) (2001) Managing Innovation, Wiley, Chichester, p. 51; P.S. Chan and D. Heide (1993) Strategic alliances in technology: key competitive weapon, Advanced Management Journal, Vol. 58, No. 4, 9 –18; A. Harney (2001) Ambitious expansion loses its shine: analysts change their tune about Sony’s dreams and begin to count the costs of the new mobile phone alliance with Ericsson, Financial Times, 2 October; R. Budden (2003) ‘Sony-Ericsson seeks success with new phones’, FT.com, 3 March.

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.9

Figure 7.2 The process of forming a strategic alliance

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.10

Table 7.3 Types of trust

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.11

Table 7.4 Main risks identified in the literatureSource: Adapted from Quélin, B. and Duhamel, F. (2003) Bringing together strategic outsourcing and corporate strategy: outsourcing motives and risks, European Management Journal, Vol. 21, No. 5, 647– 61.

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.12

Figure 7.3 Prisoner’s dilemma

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.13

Figure 7.4 The repeated game

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.14

Table 7.5 DVD performance details

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.15

Table 7.6 Studios supporting HD DVD and Blu-ray

Trott, Innovation Management and New Product Development, 5th Edition, © Pearson Education Limited 2013

Slide 7.16

Table 7.7 Interlinkages and networks between firms