Managing technology as a virtual enterprise

Research output: Journal contributionsJournal articlesResearchpeer-review

Standard

Managing technology as a virtual enterprise. / Weisenfeld, Ursula; Fisscher, Olaf; Pearson, Alan et al.
In: R&D Management, Vol. 31, No. 3, 01.07.2001, p. 323-334.

Research output: Journal contributionsJournal articlesResearchpeer-review

Harvard

Weisenfeld, U, Fisscher, O, Pearson, A & Brockhoff, K 2001, 'Managing technology as a virtual enterprise', R&D Management, vol. 31, no. 3, pp. 323-334. https://doi.org/10.1111/1467-9310.00220

APA

Vancouver

Weisenfeld U, Fisscher O, Pearson A, Brockhoff K. Managing technology as a virtual enterprise. R&D Management. 2001 Jul 1;31(3):323-334. doi: 10.1111/1467-9310.00220

Bibtex

@article{11798c9b04fb4a0cb63b20d28c98496c,
title = "Managing technology as a virtual enterprise",
abstract = "The complexity of R&D projects and growing international competition are factors leading to more cooperation especially among small and medium-sized firms. But even large integrated firms are often not willing or able to perform the necessary amount of R&D and to cope with the uncertainty associated with radical innovations. In a virtual company, members form a network, thereby enabling projects to be pursued by combining member's resources. Specific assets of a virtual company are its flexibility and ability to handle variety. Costs of co-ordination and motivation are lowered if the virtual company succeeds in building trust and commitment. On the other hand, lack of these pose severe problems. In markets with a strong scientific-technological basis and rapid rate of change the concept of a virtual organization seems appealing. High R&D costs and risks can be shared, developments and time-to-market can be accelerated and the partners can concentrate on their respective core competencies. In the paper we use an example from the biotechnology industry as a case study and discuss some of the theoretical and practical problems that are encountered in the virtual enterprise.",
keywords = "Management studies",
author = "Ursula Weisenfeld and Olaf Fisscher and Alan Pearson and Klaus Brockhoff",
year = "2001",
month = jul,
day = "1",
doi = "10.1111/1467-9310.00220",
language = "English",
volume = "31",
pages = "323--334",
journal = "R&D Management",
issn = "0033-6807",
publisher = "Wiley-Blackwell Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Managing technology as a virtual enterprise

AU - Weisenfeld, Ursula

AU - Fisscher, Olaf

AU - Pearson, Alan

AU - Brockhoff, Klaus

PY - 2001/7/1

Y1 - 2001/7/1

N2 - The complexity of R&D projects and growing international competition are factors leading to more cooperation especially among small and medium-sized firms. But even large integrated firms are often not willing or able to perform the necessary amount of R&D and to cope with the uncertainty associated with radical innovations. In a virtual company, members form a network, thereby enabling projects to be pursued by combining member's resources. Specific assets of a virtual company are its flexibility and ability to handle variety. Costs of co-ordination and motivation are lowered if the virtual company succeeds in building trust and commitment. On the other hand, lack of these pose severe problems. In markets with a strong scientific-technological basis and rapid rate of change the concept of a virtual organization seems appealing. High R&D costs and risks can be shared, developments and time-to-market can be accelerated and the partners can concentrate on their respective core competencies. In the paper we use an example from the biotechnology industry as a case study and discuss some of the theoretical and practical problems that are encountered in the virtual enterprise.

AB - The complexity of R&D projects and growing international competition are factors leading to more cooperation especially among small and medium-sized firms. But even large integrated firms are often not willing or able to perform the necessary amount of R&D and to cope with the uncertainty associated with radical innovations. In a virtual company, members form a network, thereby enabling projects to be pursued by combining member's resources. Specific assets of a virtual company are its flexibility and ability to handle variety. Costs of co-ordination and motivation are lowered if the virtual company succeeds in building trust and commitment. On the other hand, lack of these pose severe problems. In markets with a strong scientific-technological basis and rapid rate of change the concept of a virtual organization seems appealing. High R&D costs and risks can be shared, developments and time-to-market can be accelerated and the partners can concentrate on their respective core competencies. In the paper we use an example from the biotechnology industry as a case study and discuss some of the theoretical and practical problems that are encountered in the virtual enterprise.

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=0035596086&partnerID=8YFLogxK

U2 - 10.1111/1467-9310.00220

DO - 10.1111/1467-9310.00220

M3 - Journal articles

VL - 31

SP - 323

EP - 334

JO - R&D Management

JF - R&D Management

SN - 0033-6807

IS - 3

ER -

DOI