We propose a theoretical framework and develop a game-theoretical analysis to advance understanding of the cooperation dilemma in team production. We conceptualize team production as a process where ...productive and appropriative activities coexist, shifting the focus from whether team members cooperate to what type of cooperative behavior they are willing to adopt. Depending on the extent to which members cooperate to create value and compete to appropriate value, we can observe scenarios of full, partial, and no cooperation. After characterizing member behavior in the different scenarios, we study which form of cooperation can be sustained through repeated interaction, mutual monitoring, and reciprocity. To do so, we allow for different deviations from cooperation, which are then accompanied by different reactions according to an equivalent retaliation strategy. Our focus is on how member behavior and incentives to cooperate relate to team size. We also introduce conceptual elements that describe team production in organizational teams as well as interorganizational relationships.
Research summary: This article studies strategic interactions between firms that form alliances to exploit synergistic benefits. Firms cooperate to create value, but they can also compete to capture ...value. Fundamental questions rarely addressed by strategy scholars relate to how the configuration of control over resources influences firms' strategies, the potential for termination, and the emergence of cooperation and trust. The formal results reveal crucial aspects of the interorganizational rent-generating process and yield testable implications. With greater synergistic benefits, firms invest more, but they also compete more intensively to capture more value. With symmetric control, more value gets created, which limits the potential for termination, but also exacerbates the competition for value; from a relational perspective, this form of control augments the calculative rationale of cooperation and trust. Managerial summary: When forming an alliance to exploit synergies, firms engage in a complicated strategic interaction that is part cooperation and part competition. What happens when partner firms cooperate and invest to create value while competing and using costly adversarial tactics to capture value? The analysis reveals that with greater synergistic benefits, firms invest more in value creation, but the fear of opportunism pushes them to waste more resources on value capture tactics. The balance between value creation and value capture, and the possibility that the alliance is terminated depend on the configuration of control over resources. The analysis further reveals under what conditions there can be trust between the partners, such that they focus on value creation and avoid wasting resources in the competition for value.
Research summary
User demand affects the emergence and growth of platform ecosystems through indirect network effects. But how do these effects play out in the strategies of platform providers and ...complementors as the ecosystem evolves? We study how user preferences for ecosystem innovativeness (complement novelty and quality) and ecosystem size (number of complementors/complements), and demand‐based economies of scale, shape the strategic interactions between the platform provider and the complementors in the ecosystem. Using an analytical model, we identify the conditions that give rise to a trade‐off between ecosystem innovativeness and size; when (and why) this trade‐off generates a tension between value co‐creation and appropriation among ecosystem participants; and the strategic implications for ecosystem competitiveness and for the different stages of the ecosystem's evolution.
Managerial summary
Managing complementors’ incentives is critical for the success of a platform ecosystem. Such incentives may be offered not only for joining the platform, but also for contributing high‐quality, innovative complements throughout the ecosystem's evolution. In this article, we show that demand‐side economies of scale are the driving force of complementors’ incentives, and hence the key success factor for platform strategies. The strength of user preferences ultimately determines whether a larger ecosystem can also be more innovative, in which case all ecosystem participants can gain; or if instead there is a trade‐off between size and innovativeness, which could also lead to a tension between value co‐creation and appropriation among the platform provider and its complementors. The different stages of the evolution of a platform ecosystem call for different strategies that adapt to the evolution of user preferences.
Recent developments in vitreoretinal surgery have increased the need for suitable vitreous substitutes. A successful substitute should maintain all the physical and biochemical properties of the ...original vitreous, be easy to manipulate, and be long lasting. Substitutes can be gaseous or liquid, both of which have associated advantages and disadvantages related to their physical properties and use. Furthermore, new surgical techniques with smaller vitreoretinal instruments have driven the use of more viscous substitutes. In this review, we analyze and discuss the most frequently used vitreous substitutes and look ahead to future alternatives. We classify these compounds based on their composition and structure, discuss their clinical use with respect to their associated advantages and disadvantages, and analyze how new vitreoretinal surgical techniques have modified their use.
Lung failure has been the most common cause of hospitalization for COVID-19. Yet, bilateral interstitial pneumonia has not been the only cause of lung failure of these inpatients, and frequently they ...develop other illnesses associated with COVID-19. Pulmonary embolism has been the most looked for in the world, but rarely other pneumological diseases, such as pneumothorax and pneumomediastinum, have been described and associated with a worsening prognosis. We here report our clinical experience associated with the occurrence of pneumothorax and pneumomediastinum in a cohort of inpatients hospitalized in our division of medicine in a regular ward or in a sub-intensive ward.
•The governance of open innovation system is crucial for its innovative performance.•The allocation of decision rights is key for a successful open innovation strategy.•Decision rights compensate the ...lack of bargaining power and restores incentives.•Established firms should release decision rights more often.•We bridge open innovation and organizational economics literature.
In an open innovation relationship, the party that owns a key asset enjoys bargaining power that discourages the investments of the other party in the collaboration. We show that these incentives can be restored by conferring on the weak party the power to take decisions during the research process – e.g., a pharmaceutical firm with manufacturing and commercialization assets offers the direction of a joint research project to a biotech partner. However, on many occasions, the strong party still captures more value from the collaboration by retaining the power to take decisions during research even if it produces less innovation value and fewer aggregate profits. We conclude that the potential of open innovation is underexploited. In particular, owners may not release enough power to take decisions on the use of their assets.
Bacteria are the most common causative agents of ocular infections. Treatment with topical broad-spectrum antibiotics is recommended in severe cases. However, antibiotic resistance has become a major ...concern in recent years, although antibiotics are generally effective in treating ocular infections. Antibacterial compound screening is performed to identify alternative therapeutic options to antibiotics. The aim of this study was to assess the
antimicrobial activity of an ophthalmic solution containing ozonated oil. Strains of bacterial species with a multidrug resistance profile, which are responsible for a large proportion of ocular infections, were isolated and selected from different biological samples. The bacterial isolates were cultured, and ozonated oil was used to evaluate the inhibition zones at different time points. The treatment exhibited antibacterial activity against all the tested species. The effect was lower against the strains of
and more evident against
and
spp. Our results suggest that the administration of ozonated oil may be a candidate agent to treat some infections of the ocular surface with a potential role in antimicrobial prophylaxis.
AIM：To review indications and corneal tissue use for penetrating and lamellar surgery between 2002 and 2011.·METHODS：The surgical reports of corneal grafts performed during 2002-2011,using tissues ...supplied by the Eye Bank of Piedmont（Italy）,were reviewed retrospectively.Patient demographic data,date of intervention,indication for surgery,and surgical technique used were recorded.Surgical techniques included penetrating keratoplasty（PK）,deep anterior lamellar keratoplasty（DALK）and endothelial keratoplasty（EK）.The2test was used to compare the distribution of indications and types of surgical technique used,for corneal grafts done during 2002-2006 versus those done during 2007-2011.·RESULTS：The number of corneal grafts increased by30.7%from 2002-2006 to 2007-2011（from 1567 to 2048）.Comparing the two periods,both main indications and surgical techniques changed significantly.In 2007-2011,the proportion of interventions for aphakic/pseudophakic bollous keratopathy（from 16.8%to 21.3%）,graft failure（from 16.4%to 19.1%）and Fuchs endothelial dystrophy（from 12.8%to 16.7%）all increased significantly（〈0.05）,while those for keratoconus decreased significantly（from35.6%to 27.3%;〈0.001）.In 2007-2011,the proportion of PK decreased significantly（from 92.4%to 57.2%;〈0.001）while that of EK and DALK went from 0.4%to48 30.2%（〈0.001）and from 7.2%to 12.6%（〈0.001）respectively.·CONCLUSION：During 2002-2011 the number of interventions increased significantly for corneal endothelial diseases and graft failure.The growing demand for interventions for these diseases corresponded to the widespread adoption of EK techniques.The use of DALK also increased,but more moderately than EK procedures.
Strategic incentives to human capital Gambardella, Alfonso; Panico, Claudio; Valentini, Giovanni
Strategic management journal,
January 2015, Letnik:
36, Številka:
1
Journal Article
Recenzirano
Motivating human capital in knowledge-intensive activities is a serious managerial challenge because it is difficult to link rewards to actions or performance. Firms instead might motivate knowledge ...workers by offering them opportunities to increase personal benefits (e.g., learning, satisfaction) through autonomy in the decision-making process. Our model shows that firms can offer less autonomy in projects closer to their core business: Because firm specialization raises the value of the project's outcomes, it also increases the benefits for knowledge workers, who derive motivation even though they make fewer decisions to support their realization of personal goals. Projects farther from the core offer weaker firm contributions, so firms can motivate knowledge workers by allowing them to benefit from greater autonomy. We discuss several implications of our analysis.
Management practices explain an important part of the heterogeneity in firm productivity, but the literature has largely focused on manufacturing, while leaving out research in the industrial ...setting. A key managerial practice in industrial research projects is the use of autonomy (through the delegation of decision rights). Our paper clarifies the drivers and the effects of autonomy in settings where other managerial instruments are less effective. We discuss that in industrial research projects, autonomy is set for
efficiency
reasons—autonomy allows researchers to make more competent decisions about a specific problem—as well as for
motivational
considerations—autonomy motivates researchers to exert greater effort. We also argue that
project
-
relevant capital
—the resources that enhance the productivity of researchers on a given project—is a key driver of autonomy. We theorize that the efficiency and motivational channels have opposite implications for the relationship between project-relevant capital and autonomy and find that, empirically, this relationship is U-shaped, which is suggestive evidence of the presence of both channels.
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