Drawing on a multiple case study of acquisitions of UK biopharmaceutical firms, we develop an analytical framework that elucidates how key determinants of the knowledge base of science-based firms and their combinations through M&As interact and affect post-acquisition investment in the target's R&D projects. We show that two factors - the complementarity/similarity of the technology, and the complementarity/similarity of the discovery and development capabilities of the target and acquiring firm - interact to produce different outcomes in terms of investment in the acquired firm's R&D assets and for the local science and technology system.
This chapter discusses supply chain management responses used by companies in the food supply chain during the recent COVID-19 pandemic. The chapter first discusses the relevant literature on supply chain resilience. The chapter subsequently reviews supply chain responses in relation to different supply chain resilience capabilities, and then discusses the theory and practice of supply chain capabilities in food supply chains.
Although much research has been done into the importance of IT Capabilities (ITC), Digital Leadership (DL) and Digital Transformation (DT) with regard to organizations’ firm performance and ability to thrive in the current digital market, there is little research on qualifying which specific ITC and DL competences affect the success of an organization's DT and ultimately impact their ability to adopt newly emerging technologies. This research aims to address the influence of DL and ITC on DT as well as which specific DL competences and ITC might ultimately affect an organization’s ability to successfully adopt newly emerging digital technologies. Quantitative data collected through a survey was used for this analysis. It was found that Architecture Design (DLA5) has the strongest positive affect on DT.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
The European eel (Anguilla anguilla) is a delicacy fish and an integral part of the Dutch culinary history. However, the stock of adult eel has decreased significantly due to a precipitous recruitment of glass eel fall. This relates to multiple factors including obstacles in migration pathways, loss of habitat and chemical pollution. Consequently, Anguilla anguilla has become a critically endangered species and is protected under European legislation. One possible solution, explored on laboratory scale, is the captive reproduction of eels and growth of glass eel in aquaculture. A big challenge of this technique is the limiting aspect of possible nutrients for the eels in the larval stage, as the diet must be delivered in micrometric capsules (< 20 µm) with a high protein content. Such diets are not yet available on the market. Electrohydrodynamic atomization (EHDA) is a novel option to prepare a micro-diet suitable for eel larvae. EHDA is especially interesting for its narrow size distribution capabilities and for applications which require submicrometric sizes. This project aims to evaluate the use of EHDA to produce high protein content micrometric size capsules for feeding larval eels. If successful, this would assist in the captivity production of glass eel and to make the eel culture independent of wild catches, restoring the culinary market. The project will be conducted in two phases. Firstly, tests will be conducted to evaluate the necessary conditions of the capsules using EHDA. Subsequently, the obtained capsules will be tested as feed for eel larvae. The main objective is to favour the development of a more sustainable eel culture, regarding the possibilities of investigating the current fish in natura option and exchanging it for a captivity one.
The demand for mobile agents in industrial environments to perform various tasks is growing tremendously in recent years. However, changing environments, security considerations and robustness against failure are major persistent challenges autonomous agents have to face when operating alongside other mobile agents. Currently, such problems remain largely unsolved. Collaborative multi-platform Cyber- Physical-Systems (CPSs) in which different agents flexibly contribute with their relative equipment and capabilities forming a symbiotic network solving multiple objectives simultaneously are highly desirable. Our proposed SMART-AGENTS platform will enable flexibility and modularity providing multi-objective solutions, demonstrated in two industrial domains: logistics (cycle-counting in warehouses) and agriculture (pest and disease identification in greenhouses). Aerial vehicles are limited in their computational power due to weight limitations but offer large mobility to provide access to otherwise unreachable places and an “eagle eye” to inform about terrain, obstacles by taking pictures and videos. Specialized autonomous agents carrying optical sensors will enable disease classification and product recognition improving green- and warehouse productivity. Newly developed micro-electromechanical systems (MEMS) sensor arrays will create 3D flow-based images of surroundings even in dark and hazy conditions contributing to the multi-sensor system, including cameras, wireless signatures and magnetic field information shared among the symbiotic fleet. Integration of mobile systems, such as smart phones, which are not explicitly controlled, will provide valuable information about human as well as equipment movement in the environment by generating data from relative positioning sensors, such as wireless and magnetic signatures. Newly developed algorithms will enable robust autonomous navigation and control of the fleet in dynamic environments incorporating the multi-sensor data generated by the variety of mobile actors. The proposed SMART-AGENTS platform will use real-time 5G communication and edge computing providing new organizational structures to cope with scalability and integration of multiple devices/agents. It will enable a symbiosis of the complementary CPSs using a combination of equipment yielding efficiency and versatility of operation.
