Jump to ContentJump to Main Navigation
Comparative EntrepreneurshipThe UK, Japan, and the Shadow of Silicon Valley$
Users without a subscription are not able to see the full content.

D. Hugh Whittaker

Print publication date: 2009

Print ISBN-13: 9780199563661

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199563661.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see http://www.oxfordscholarship.com/page/privacy-policy).date: 17 July 2018

Interfirm Collaboration

Interfirm Collaboration

Chapter:
(p.119) 7 Interfirm Collaboration
Source:
Comparative Entrepreneurship
Author(s):

D. Hugh Whittaker

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199563661.003.0007

When it comes to innovation and new business development, there is a need to not only maximize internal resources and capabilities but also to complement these internal resources. Research has shown that firms have become increasingly reliant on external knowledge and collaboration with other firms to enhance or complement their internal innovation activities for increased innovation, and on scientific knowledge, which is increasingly important. Small firms have difficulty, however, in entering collaborative relations because they lack legitimacy. This chapter analyses the interfirm or interorganizational collaborations in both Japan and in the UK, particularly in terms of how the entrepreneurs collaborate, who the usual participants of such collaborations are, and the reasons for forming these collaborations. The chapter also looks into private-public collaborations, especially those with universities, and policy promotion in both countries. It likewise identifies the differences between the collaborations made by high performers with those made by non-high performers.

Keywords:   internal resources, external knowledge, interorganizational collaboration, innovation, private-public collaborations

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .