Presentation May 30
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Creating Competitive Advantage for the Swedish Stem Cell Industry------The Role of Social Capital and Social Networks
Andrew Schenkel & Robin TeiglandStockholm School of EconomicsJune 2007
Today’s Agenda
• Researchers• Background - Creating Competitive Advantage for the Firm
• Our Study- Purpose
- Study Focus and Method
- Potential Outcomes
- Discussion and Next Steps
Who are we?
• Robin Teigland
- Associate Professor at SSE
- Conducts research on Uppsala biotech cluster
- Former consultant at McKinsey & Co.
• Andrew Schenkel
- Assistant Professor at SSE
- Industry 16 years of industry experience before receiving doctorate
• Extensive research experience in both networks and pharmaceutical and biotech industries
Background: Creating Competitive Advantage for the Firm
• Firm success is highly connected to networks “rich” in social capital – the ability of a firm to access resources through its networks
• A firm’s position in the network and how it accesses and uses available resources are critical to creating sustainable competitive advantage
• Networks and facilitating conditions can be designed
- Designing effective formal and informal, external and internal networks that support a firm’s strategy is a core organizational capability
- Creating the conditions for learning & knowledge dissemination throughout firm networks is a core organizational capability
The Stem Cell Network: Industry Level
Pharmaceutical/Biotech/ Marketing
Companies
STEM CELL
FIRMS
FinancialActors
Academiaand
Research Actors
Governmentand
Regulatory Bodies
Stem CellNetwork
Universities
FinancialActors
CROs
ProfessionalAssocs.
KOLs
AdvisoryBoards
PharmaFirms
BiotechFirms
Regulators
Government
ResearchInstitutes
ResearchArea 3
ResearchArea 2
Staff & Quality
Research Area 1
StakeholderRelations
Finance, Legal, IT
STEM CELLFIRM
MediaChemical
Example of a Firm’s Internal Network with Rich Linkages
Note: Nodes represent individuals in departments.Nodes of same color are in same department.Line represents one tie between individuals.
Final Outcomes•Stem cell
competence•Intellectual
capitalInternal Networks
Broadly shared learning across project
activities and functions
External Networks
Resources such as knowledge, info
about indications, competitors, etc.
Our Research Model
Learning Mechanisms
•Facilitators•Barriers
Purpose of Study
• To investigate how the patterns of a firm’s external and internal networks as well as formal and informal networks impact the following:
- Development of competencies
- Competitive advantage over time
Study Focus and Method
• Study Focus
- The network of people in the firm who are directly or indirectly involved in stem cell research as well as the network of people/organizations supporting the stem cell firm
• Focus on key managers, research scientists, and technical experts in order to map and understand internal & external, formal and informal links
- Firm’s learning mechanisms, e.g., organizational, personnel, to ensure development of necessary competencies
• Method
- Longitudinal study over three years
- Short interviews or surveys that require no more than 90 minutes during initial interview and thereafter 45 minutes every 9 months or as per agreement
- Network analysis of externally available data, e.g., publications, patents, etc.
Potential Outcomes
• Improved Understanding of Networks for Firm & Individual
- Longitudinal baseline data on internal & external networks
- Individual level: Personal reflection gained through interviews
- Organizational level: Perceived vs. actual networks through feedback
• Enhanced Knowledge Base
- Improved knowledge sharing and creation for accelerated learning and competence development in stem cells
- Understanding of potential areas for expansion
• Enhanced Performance
- Improved quality of projects and time to delivery
- Potential for new drugs and new intellectual property
- Potential positive effect on competitive position
Discussion and Next Steps