Relevant bibliographies by topics / Competitor collaboration

Academic literature on the topic 'Competitor collaboration'

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Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Competitor collaboration"

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Czakon, Wojciech, and Katarzyna Czernek-Marszałek. "Competitor Perceptions in Tourism Coopetition." Journal of Travel Research 60, no. 2 (January 9, 2020): 312–35. http://dx.doi.org/10.1177/0047287519896011.

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Our study aims at understanding how coopeting tourism managers perceive their competitors. Competitor perceptions are consequential because they have implications for interfirm relationships. Collaboration with competitors offers benefits otherwise unattainable, such as improved destination marketing, more successful attracting of tourists, increased tourism product complexity, and better service, but is used to various degrees by tourism firms. We use a purposeful sampling procedure for maximum heterogeneity to select interviewees from Polish tourism DMO member firms. We inductively code and thematically group their perceptions to find that tourism managers develop a detailed understanding of collaboration with competitors and precisely identify their competitors, but interpret this so as to either facilitate collaboration or to remain in rivalrous mode, depending on their behavioral disposition. We propose a framework for developing perceptions with mindsets in a pivotal role.
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Matilda Bez, Sea, and Henry Chesbrough. "Competitor Collaboration Before a Crisis." Research-Technology Management 63, no. 3 (April 21, 2020): 42–48. http://dx.doi.org/10.1080/08956308.2020.1733889.

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Gellhorn, Ernest, and W. Todd Miller. "Competitor Collaboration Guidelines—A Recommendation." Antitrust Bulletin 42, no. 4 (December 1997): 851–70. http://dx.doi.org/10.1177/0003603x9704200402.

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Ghosh, Arghya, and Hodaka Morita. "Competitor collaboration and product distinctiveness." International Journal of Industrial Organization 30, no. 2 (March 2012): 137–52. http://dx.doi.org/10.1016/j.ijindorg.2011.07.003.

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Marcela Herrera Bernal, Sandra, Caroline Burr, and Rhona E. Johnsen. "Competitor networks: international competitiveness through collaboration." International Journal of Entrepreneurial Behavior & Research 8, no. 5 (October 2002): 239–53. http://dx.doi.org/10.1108/13552550210448348.

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Kyungjae, Lee Steve. "Understanding New Trend in Business: Inter-Firm Cooperative Alliance Between Competing Organizations." Studies in Business and Economics 15, no. 2 (August 1, 2020): 151–64. http://dx.doi.org/10.2478/sbe-2020-0031.

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AbstractTraditional economics-based framework suggests that firm cooperates with competitors to increase its market power or efficiency in transaction for the maximization of its self-interest profit. However, nowadays growing numbers of firm engage in alliance with competitors for non-economic purpose. This paper seeks to understand the nature of inter-firm alliance between direct competitors by discussing several critical issues regarding it. The issues are chosen by the criterion that useful perspectives from either organization theory or strategic management can be applied to this phenomenon so that scholars are encouraged and can be easier to do a research on this topic in the future. In this regard, I seek to answer the question of why firm cooperates with competitor by comparatively adopting four novel approaches, which, combined together, provide an excellent complementary view to the traditional economics-based approach. Also, by understanding the distinctive feature of decision-making process when firm conduct a collaboration with competitor this study provides a practical insight on how firm structures, manages, and makes a decision when it cooperates with competitors. Overall, several conceptual ideas suggested by this paper can be an interesting starting point for the future empirical research.
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S Gore, Frederic. "The Value of a Consortium to an ERP Implementation." Muma Business Review 3 (2019): 177–79. http://dx.doi.org/10.28945/4236.

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Enterprise resource planning (ERP) systems are critical to managing student information and college operations, but can be challenging for colleges to implement. Consortia present a unique solution to colleges to address gaps in their expertise and skills needed to achieve a successful ERP implementation, even if that collaboration takes place with a competitor.
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Perkins, Rachel, and Catheryn Khoo-Lattimore. "Friend or foe: Challenges to collaboration success at different lifecycle stages for regional small tourism firms in Australia." Tourism and Hospitality Research 20, no. 2 (March 26, 2019): 184–97. http://dx.doi.org/10.1177/1467358419836719.

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Small tourism businesses are essential to Australia’s economy and development, particularly in regional and rural areas, where a majority of these firms are located. It is important to understand the operation of regional small tourism business, to create strategies for their sustained success into the future. This research paper explores collaboration as an operation of small tourism businesses, by understanding the extent to which small tourism firms face challenges in collaborating at different stages of their business life cycle, and how these challenges to collaboration can be overcome. Collaboration is the selected concept examined within this study as it exposes businesses to shared knowledge, resources, marketing, and capabilities, which these businesses alone would not typically possess. To understand this further, reponses about collaborative behavior were gathered from 24 small tourism operators/managers from The Granite Belt region in South-East Queensland, Australia. Tourism operators recognized several hindrances to successful collaboration: (1) a limited understanding of what collaboration is and how it can be enacted, (2) the informal nature of current collaborations, (3) unbalanced efforts from stakeholders within the collaborations, (4) competition between stakeholders, (5) differing opinions of collaborating businesses, and (6) perceived failure or misdirected leadership from local governing bodies. Using these challenges, a framework was developed that makes recommendations to tourism scholars, organizations, operators, and local councils on how to overcome these hindrances by improving communication, formalizing selected collaborative efforts, and reporting on collaborations.
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Huang, Yuan, Weixi Han, and Douglas K. Macbeth. "The complexity of collaboration in supply chain networks." Supply Chain Management: An International Journal 25, no. 3 (January 8, 2020): 393–410. http://dx.doi.org/10.1108/scm-11-2018-0382.

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Purpose This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships). Design/methodology/approach A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors. Findings The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs. Research limitations/implications A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis. Practical implications A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops. Originality/value A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.
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Schmied, Helwig. "New Methods of Technological Cooperation in Europe." Industry and Higher Education 6, no. 4 (December 1992): 229–38. http://dx.doi.org/10.1177/095042229200600407.

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This article is founded on the basic assumption that Europe taken as a whole possesses all the necessary resources to combat successfully any non-European competitor in the fields of technology, provided that it solves the management problem of organizing the coordination of those resources. At present, the author argues, they are dispersed and so underexploited. To contribute to the solution of this core problem, he sets out a new approach to research collaboration, using the example of the German–French Institute for Automation and Robotics to show ways in which HEIs can cooperate internationally to provide industry with what it needs to be truly competitive.
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Dissertations / Theses on the topic "Competitor collaboration"

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Luechaikajohnpan, Pinijsorn Economics Australian School of Business UNSW. "Collaboration and international trade." Publisher:University of New South Wales. Economics, 2008. http://handle.unsw.edu.au/1959.4/40905.

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Over the last two decades there has been a tremendous increase in collaboration among competing firms. A significant number of these collaborations are international. This thesis explores the incentives and welfare consequences of collaboration in the context of international trade. We consider two types of cross-border collaborations. The first is collaboration by sharing a part of firms' value creating activities, such as technology development, product design and distribution. This saves on production costs but reduces product distinctiveness. Firms collaborate if and only if the reduction in product distinctiveness is lower than a threshold level. We find that the threshold increases with an increase in trade costs. That is, an increase in trade costs makes collaboration more likely. Higher trade cost lowers competition, which in turn enables the firms to save on fixed costs while forgoing some product distinctiveness. Furthermore, we demonstrate that contrary to standard intuition, higher trade cost could enhance consumers' welfare by inducing competitors to collaborate. We extend our model to endogenise location choice by the firms where collaboration requires co-location (due to the benefit of local spillovers or joint investment in key infrastructures). Unlike the original model, we find that an increase in trade costs can discourage collaboration. In both circumstances, we find that an increase in trade cost can improve consumer surplus. The second type of collaboration considered in this thesis is licensing. We extend the standard licensing literature to an environment where firms compete in the domestic as well as foreign market. We examine how trade cost affects the licensing decision as well as the optimal payment mechanism. We find that an increase in trade costs reduces the possibility of licensing. Concerning the payment mechanism, we find that (i) either royalty or (ii) a two-part tariff (involving a fixed fee as well as royalty payments) is optimal. An increase in trade costs reduces the likelihood of royalty only being the optimal payment mechanism.
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Kliegl, Reinhold. "Publication Statistics Show Collaboration, Not Competition." Universität Potsdam, 2008. http://opus.kobv.de/ubp/volltexte/2011/5719/.

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Cai, Jinqiu. "Collaborating with competitors : pitfalls and paybacks." Thesis, Loughborough University, 2017. https://dspace.lboro.ac.uk/2134/25383.

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Inter-firm collaborations have become an indispensable part of business strategy to deal with faster competitive dynamics and higher market and environmental uncertainties. Interestingly, research has found that around half of all cooperative relationships take place between competitors. Termed as coopetition , it refers to the simultaneous cooperation and competition between at least two actors. Over the past two decades, coopetition has become an important domain for industrial practice which has led to increasing research interest by scholars worldwide with a wide range of subjects studied within the extant body of literature. Despite the growing interest, coopetition research is still fragmented and is dominated by conceptual research. This entails limitations to knowledge and understanding reflected by heterogeneous uses of the coopetition concept (mixed definitions and a lack of clarity in how to apply coopetition successfully), a lack of generalisability, and a limited number of quantitative studies. Coopetition scholars commonly argue that competitors rarely cooperate in activities that are close to customers, known as output activities (e.g., sales and marketing), but instead argue that they mostly cooperate in activities far from the customer, referred to as input activities (e.g., R&D, logistics, and NPD). However, it has been found in real world business examples that competitors also cooperate in output activities. In this study these two distinct types of coopetition are termed as internally focused coopetition (cooperating with competitors in input activities) and externally focused coopetition (cooperating with competitors in output activities). This is the first study synthesising these two types of coopetition in one conceptual model, and examining their individual paybacks and pitfalls. After the development of the conceptual model based on the relevant literature, a cross-sectional research design is adopted and an online survey is implemented among Chief Operating Officers and Managing Directors in UK high-tech companies. A total of 148 completed questionnaires are collected. Data analysis employs a two-stage approach, which includes a measurement model assessment and a structural model assessment. The results indicate that both internally and externally focused coopetition can help firms to develop new knowledge-based resources and capabilities. However, these two types of coopetition also have different paybacks and pitfalls. Even though the new innovation knowledge-based resources and capabilities gained from internally focused coopetition can lead to better business efficiency and effectiveness, firms also lose uniqueness in their existing knowledge-based resources and capabilities (a key tenet of competitive advantage in resource- and knowledge-based theories). In contrast, externally focused coopetition has no significant impact on uniqueness, but the new marketing knowledge-based resources and capabilities negatively influence business efficiency and effectiveness. It has also been found that when firms perceive that their competitors are behaving opportunistically, they tend to do the same and appropriate more knowledge-based resources and capabilities from the collective value created. Competitors opportunism also renders more loss of uniqueness, which in turn worsens business performance. This research provides greater clarity and understanding to scholars of the workings of coopetition for deriving new knowledge-based resources and capabilities and extrapolating performance benefits from this. This work also illuminates situations where coopetition does not result in the perceived win-win-win situations indicated in literature. Based on these results, a number of theoretical and managerial contributions are developed. Principally, (1) this is the first study that conceptualises and operationalises internally and externally focused coopetition, and their individual knowledge-based outcomes are analysed from a knowledge-based view; (2) how competitors opportunism affects the dynamics of coopetition is better understood from a game theoretical perspective; (3) this study extends the understanding of business performance outcomes of coopetition.
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Goldingay, Harry J. "Agent Based Models of Competition and Collaboration." Thesis, Aston University, 2010. http://publications.aston.ac.uk/15212/.

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Swarm intelligence is a popular paradigm for algorithm design. Frequently drawing inspiration from natural systems, it assigns simple rules to a set of agents with the aim that, through local interactions, they collectively solve some global problem. Current variants of a popular swarm based optimization algorithm, particle swarm optimization (PSO), are investigated with a focus on premature convergence. A novel variant, dispersive PSO, is proposed to address this problem and is shown to lead to increased robustness and performance compared to current PSO algorithms. A nature inspired decentralised multi-agent algorithm is proposed to solve a constrained problem of distributed task allocation. Agents must collect and process the mail batches, without global knowledge of their environment or communication between agents. New rules for specialisation are proposed and are shown to exhibit improved eciency and exibility compared to existing ones. These new rules are compared with a market based approach to agent control. The eciency (average number of tasks performed), the exibility (ability to react to changes in the environment), and the sensitivity to load (ability to cope with differing demands) are investigated in both static and dynamic environments. A hybrid algorithm combining both approaches, is shown to exhibit improved eciency and robustness. Evolutionary algorithms are employed, both to optimize parameters and to allow the various rules to evolve and compete. We also observe extinction and speciation. In order to interpret algorithm performance we analyse the causes of eciency loss, derive theoretical upper bounds for the eciency, as well as a complete theoretical description of a non-trivial case, and compare these with the experimental results. Motivated by this work we introduce agent "memory" (the possibility for agents to develop preferences for certain cities) and show that not only does it lead to emergent cooperation between agents, but also to a signicant increase in efficiency.
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Usta, Mericcan. "Competition And Collaboration In Service Parts Management Systems." Master's thesis, METU, 2010. http://etd.lib.metu.edu.tr/upload/12612739/index.pdf.

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Inventory management policies of two independent dealers in a service parts system with transshipment is studied in this thesis. Dealers can collaborate by pooling inventory or service. Revenue is shared in transshipment, can sometimes be contrary to profit maximization of one of the parties albeit sum of profits is increased. To assess the benefits of inventory pooling under equilibrium strategies, and the effect of competition on profits, a Markov Decision Process is formulated. A simpler variant of the optimal four-index threshold policy is used to characterize the production, service and transshipment related inventory decisions. A game theoretical approach as well as notions from policy iteration is taken to find the best response policy and equilibrium policies of the dealers. Numerical study is conducted to investigate the effect of cost, revenue and demand parameters, as well as dealer asymmetricities on benefit of pooling, service levels and transshipment flows. Analysis shows that commission schemes fairly allocating transshipment value to the players, high customer traffic intensities, and low transshipment costs are most suited environments for pooling. System centralization is beneficial when the inventory holding costs are high, transshipment costs are low, customer traffic intensities are high or the commission structure is distracting a party. Competition, within the experimental settings, dampens about 45% of the benefits of pooling.
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Wolff, Georg [Verfasser], and Olaf N. [Akademischer Betreuer] Rank. "Clusters, collaboration, and competition: a social network approach." Freiburg : Universität, 2019. http://d-nb.info/1202438229/34.

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Chambers, Morgan. "Dynamic, inter-subsidiary relationships of competition and collaboration." Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9383.

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Horizontal relationships between subsidiaries within an MNC are rarely shown on an organisation chart but the interactions along this dimension are critical to the achievement of an MNC’s global operations and strategic activities. Different interaction logics of social relationships and economic exchanges in horizontal relationships induce simultaneous competition and collaboration between the subsidiaries. Collaboration and competition is a business reality in inter-subsidiary relationships as they collaborate to share resources and knowledge, but ultimately compete for resources, customers and profits. While much research has focused on the effects of internal collaboration, and to a lesser extent internal competition, on organisational performance, little is known about the antecedents of competition and collaboration and the interplay of simultaneously occurring interactions. By focusing on one or the other, any understanding of the inherent tensions between the two is overlooked. This research explores the coopetitive nature of the inter-subsidiary relationship using a qualitative approach within three MNCs, where internal competition and collaboration are more salient. Data were gathered from 98 semi-structured interviews with top and senior management, top management focus groups and a body of secondary data including internal reports, policy documents and external publications, among others, has been referenced. The study makes three key contributions. First, by extending Luo’s (2005) theoretical model of intra-MNE coopetition, the study identifies additional respective antecedents of competition and collaboration. Second, the study locates inherent tensions arising from inter-subsidiary coopetition and explicates how the tensions are managed by the HQ and subsidiaries using spatial, balancing and assessing mechanisms and specific interventions. Third, the study offers an empirically-based model of inter-subsidiary coopetition with a more dynamic and temporal set of multiple relationships among the subsidiaries within the MNCs. Management implications include that senior management teams be aware of the opportunities and constraints of promoting a culture of collaboration while simultaneously fostering inter-subsidiary competition through internal accounting policies and incentive systems, and that the capability of senior managers to work effectively within dual organisational structures be developed and incorporated into executive development programmes.
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Chambers, Morgan. "Factors and mechanisms that influence intraorganisational collaboration and competition." Thesis, Cranfield University, 2011. http://dspace.lib.cranfield.ac.uk/handle/1826/6994.

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Recently, some authors point to value creation from the structure and behaviours associated with competition and collaboration inside the organisation (Helfat and Eisenhardt, 2004; Birkinshaw and Lingblad, 2005). While both competition and collaboration have been studied extensively between organisations, less attention has been focused on them and their interaction between units inside the organisation, particularly within complex and heterogeneous multinational corporations. The question is how to achieve the coordination and collaboration that is necessary for a multinational organisation to reap the benefits that international expansion has to offer and yet balance the propensity for competition that exists as business units struggle for scarce resources or new opportunities. In order to answer this question, the aim of this review is to first of all know what the factors and mechanisms are that influence competition and collaboration between organisational units within multinational organisations. Methodology: This study has been conducted using a systematic review methodology with the aim of producing a search of extant literature which can be trusted by others as being thorough, transparent, replicable and clear. Both quantitative and qualitative techniques have been used to achieve this. Findings: This review finds that the there is minimal extant literature that addresses competition and collaboration between business units within the multinational corporation and that it also fails to provide a comprehensive understanding of the factors and mechanisms that influence the co-existence of intraorganisational competition and collaboration. They are typically viewed as mutually exclusive or at opposite ends of a continuum. While there has been some recent research attention given to intraorganisational collaboration and competition, each in their own right, there has not been an extensive review of the factors and mechanisms when looking at their coexistence within the multinational corporate environment. By bringing the two literatures into view and investigating the paradoxical nature of the influences on andthe interactions between competition and collaboration, insights into an optimal mix based on the corporations strategy and value creation logic can be gained for both academics and business unit leaders.
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Polaha, Jodi, and Jennifer Funderburk. "Shark Tank: Competition to Evaluate Collaborative Care." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/6650.

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McDonald, Adam. "Collaboration, Competition, and Coercion: Canadian Federalism and Blood System Governance." Thesis, University of Waterloo, 2004. http://hdl.handle.net/10012/731.

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The blood supply occupies a special place within the provincial public health systems: it is something that Canadians expect to be safe, well run, and available when needed. In the 1970s and 1980s, the Canadian blood system dealt with a significant crisis: a tainted blood scandal. The federal Commission of Inquiry into the Blood System in Canada issued a report condemning, among other things, the governance structure of Canada's blood system. As a result, the provincial and federal governments worked to make changes to the way they funded, oversaw, and regulated the blood industry in Canada. It appears that the changes they instituted resulted in an improved blood system and improved the relationship between the governments and the blood system. Traditional models of federalism do not account for how the federal and provincial governments interacted. In their response to a crisis that affected thousands of Canadians, there were elements of collaboration, competition, and coercion. It is possible that a new "mode" of federalism is emerging as a result of these changes; it is more likely, however, that the crisis forced the governments to collaborate and create a national system to supply Canadian needs.
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Books on the topic "Competitor collaboration"

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Burton, John. Collaboration vs. competition? Birmingham: University of Birmingham, 1994.

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Facey, Brian A. Competition and antitrust laws in Canada: Mergers, joint ventures and competitor collaborations. Markham, Ontario: LexisNexis Canada, 2013.

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Innovation, competition and collaboration. Cheltenham, UK: Edward Elgar Publishing, 2015.

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Dent, Samuel, Laura Lane, and Tony Strike, eds. Collaboration, Communities and Competition. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3.

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Sachsenmeier, Peter, and Martin Schottenloher, eds. Challenges Between Competition and Collaboration. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-662-05195-5.

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Heite, Jonas. Incentives for Collaboration and Competition. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-29231-7.

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Commission, United States Federal Trade. Antitrust guidelines for collaborations among competitors. [Washington, D.C.?]: The Commission, 2000.

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United States. Federal Trade Commission. Antitrust guidelines for collaborations among competitors. [Washington, D.C.?]: The Commission, 2000.

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Robbins, Harvey. Transcompetition: Moving beyond competition and collaboration. New York: McGraw-Hill, 1998.

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China-India economics: Challenges, competition & collaboration. New York: Routledge, 2011.

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Book chapters on the topic "Competitor collaboration"

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Cain, Timothy Reese. "Competition and Collaboration." In Establishing Academic Freedom, 75–99. New York: Palgrave Macmillan US, 2012. http://dx.doi.org/10.1057/9781137009548_4.

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Strike, Tony. "Introduction." In Collaboration, Communities and Competition, 3–13. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_1.

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Lane, Laura. "Introduction." In Collaboration, Communities and Competition, 171–78. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_10.

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Moreno, Maria Del Carmen Calatrava, and Mary Ann Danowitz. "Insights into Phd Cross-Disciplinary Collaboration, Partnership and Competition in Computer Science." In Collaboration, Communities and Competition, 179–93. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_11.

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Vettori, Oliver, and Johanna Warm. "“Because She Loves what She is Doing”." In Collaboration, Communities and Competition, 195–203. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_12.

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Gröjer, Anette, and Inger Wikström Öbrand. "External Quality Assurance as a Watchdog for Student Influence." In Collaboration, Communities and Competition, 205–18. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_13.

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Luff, Anthony, Belinda Kennedy, and Julianne Reid. "Developing Academic Leadership." In Collaboration, Communities and Competition, 219–34. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_14.

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Carm, Ellen, and Tone Horntvedt. "Internationalisation of Higher Education: On Whose Terms?" In Collaboration, Communities and Competition, 15–29. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_2.

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Ilieva-Trichkova, Petya. "University-Business Quality Partnerships." In Collaboration, Communities and Competition, 31–49. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_3.

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Torre, Eva M. de La, and Carmen Perez-Esparrells. "New Strategies of European Technical Universities in the Emerging Competitive Environment of Global Rankings." In Collaboration, Communities and Competition, 51–71. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-122-3_4.

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Conference papers on the topic "Competitor collaboration"

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Nye, T. J. "Product Development via Industry-University Joint R&D Ventures: What Makes a “Win-Win” Partnership?" In ASME 2004 International Mechanical Engineering Congress and Exposition. ASMEDC, 2004. http://dx.doi.org/10.1115/imece2004-61658.

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There are substantial benefits for both industry and universities from performing joint R&D projects. Given the significant potential benefits, both tangible and intangible, the level of such activity, however, seems surprisingly low. One reason hypothesized for this discrepancy is that the potential partners are motivated towards opposite goals: industry wishes to limit publication of research results due to fears of loss of competitive advantage in their markets as competitors obtain the benefits of the research at no cost, while academia is motivated to maximize publication. Intuitively, this would seem to be a fundamental difference between the potential partners. This paper studies this issue through the use of insights gained by a new analytic model of the profitability of such collaborations. First amongst these is that given the typical speed of product innovation and the typical publishing delay found in archival journals, little or no competitive advantage is expected to be lost by the industrial partner by allowing unrestricted publication freedom to the university partner. A second interesting insight occurs in the situation where a firm’s competitor forms the collaboration with the university partner. In general, if it is profitable for one industry partner to join the collaboration, the most beneficial decision for other firms in that market is to also join the collaboration.
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Zhou, H., Y. Q. Lu, W. D. Li, S. Lin, J. Y. H. Fuh, Y. S. Wong, and Z. M. Qiu. "The Collaboration Abstraction Layer for Distributed CAD Development." In ASME 2003 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2003. http://dx.doi.org/10.1115/detc2003/cie-48280.

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In order to speed up the development of distributed CAD (DCAD) software applications and offer the end-users a friendly environment for collaborative design, Collaboration Abstraction Layer (CAL) is proposed. CAL aims to develop a pluggable software module that can be embedded into standalone CAD applications. Through summarizing and abstracting out the common characteristics of distributed CAD software, a set of foundation/helper classes for the important collaborative functionalities are enclosed in CAL, which include a 3D streaming service, a collaborative design management service, a constraint checking/solving service and a file versioning/baseline service. The 3D streaming service incorporates a geometrical simplification algorithm that supports selective refinement on level of details (LOD) model and a compact data structure represented in an XML format. The collaborative management service effectively schedules and manages a co-design job. The constraint checking/solving service, which composes of a design task dispatch interface, a collision detection algorithm, and an assembly constraint algorithm, coordinates designing and assembling based on constraints. The CAD file versioning/baseline service is to manage the history record of the CAD files and the milestones in the collaborative development process. By simulating the real collaborative design process, CAL designs a new collaboration mechanism which is different from most collaboration products in market. For the future potential development, CAL is built on an open-sourced software toolkit. It is coded to interfaces and kernel libraries so as to provide an immutable API for commonly used collaborative CAD functions. CAL enables rapid development of DCAD software, and minimizes application complexity by packaging the needed technology. Moreover, CAL is intending to be a partner to the current CAD software, not competitor, making it an ideal tool for future distributed CAD system development.
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Poor, H. Vincent. "Competition and Collaboration in Wireless Network." In 2007 IEEE International Symposium on Information Theory. IEEE, 2007. http://dx.doi.org/10.1109/isit.2007.4557072.

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Kozo Iizuka. "IMEKO and SICE - collaboration and competition." In SICE Annual Conference 2007. IEEE, 2007. http://dx.doi.org/10.1109/sice.2007.4421167.

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Beichman, Charles, Tomonori Usuda, Motohide Tamura, and Miki Ishii. "Collaboration and Competition in Exoplanet Research." In EXOPLANETS AND DISKS: THEIR FORMATION AND DIVERSITY: Proceedings of the International Conference. AIP, 2009. http://dx.doi.org/10.1063/1.3215899.

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Neto, Beatriz Helena, Jano Moreira de Souza, and Jonice Oliveira. "Collaboration in innovation networks: Competitors can become partners." In 2010 International Conference on Information Society (i-Society 2010). IEEE, 2010. http://dx.doi.org/10.1109/i-society16502.2010.6018747.

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Tseng, Mitchell M. "Customization, collaboration, competition and contracting in design." In in Design (CSCWD). IEEE, 2008. http://dx.doi.org/10.1109/cscwd.2008.4536943.

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Lambiase, Nicole E., Douglas J. Nelson, Frank J. Falcone, Michael A. Wahlstrom, and Kristen G. De La Rosa. "Using Online Resources for an Advanced Vehicle Technology Engineering Competition." In ASME 2010 International Mechanical Engineering Congress and Exposition. ASMEDC, 2010. http://dx.doi.org/10.1115/imece2010-37934.

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Advanced Vehicle Technology Competitions have adopted an online collaboration system to coordinate information sharing and dissemination among hundreds of people from numerous organizations and across multiple countries, including universities, competition organizers, and sponsors involved in the competitions. Microsoft SharePoint is a collection of software elements that includes web browser based collaboration functions, process management modules, search modules and a document-management platform that serves as the foundation for this online collaboration system. SharePoint is used to host a secure web site that accesses shared workspaces, information stores and documents, as well as threaded discussion forums. Users can manipulate controls called “web parts” or interact with pieces of content such as lists and document libraries. The overall team-based engineering education strategy is facilitated throughout the three year EcoCAR program by a two way flow of information between the teams and organizers. Safety and design rules are updated and posted for teams to access. Each team has their own secure document library area for posting required progress reports, design reports, safety documentation, and technical report deliverables that are scored as part of the competition. Scoring results with comments are returned to each team under the team specific site. Proprietary vehicle and component data are also made available, and can be restricted to only those teams that have approved non disclosure agreements with the sponsor. Specific subject and component-based forums are used for asynchronous, threaded exchange of information and questions to subject matter experts. Issues and solutions discovered by students are shared among all teams. The SharePoint Online Collaboration system has significantly improved the information-sharing, evaluation and communications capabilities of the Advanced Vehicle Technology Competitions across a vast audience. This has enabled us to significantly enhance the technical scope of the program and improve the educational value to the university participants.
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Amor, Iheb Ben, Mourad Ouziri, Soror Sahri, and Naouel Karam. "Be a Collaborator and a Competitor in Crowdsourcing System." In 2014 IEEE 22nd International Symposium on Modelling, Analysis & Simulation of Computer and Telecommunication Systems (MASCOTS. IEEE, 2014. http://dx.doi.org/10.1109/mascots.2014.28.

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"Competition and collaboration in the miRNA science field." In Bioinformatics of Genome Regulation and Structure/ Systems Biology. institute of cytology and genetics siberian branch of the russian academy of science, Novosibirsk State University, 2020. http://dx.doi.org/10.18699/bgrs/sb-2020-011.

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Reports on the topic "Competitor collaboration"

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Baird, Natalie, Tanushree Bharat Shah, Ali Clacy, Dimitrios Gerontogiannis, Jay Mackenzie, David Nkansah, Jamie Quinn, Hector Spencer-Wood, Keren Thomson, and Andrew Wilson. maths inside Resource Suite with Interdisciplinary Learning Activities. University of Glasgow, February 2021. http://dx.doi.org/10.36399/gla.pubs.234071.

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Maths inside is a photo competition open to everyone living in Scotland, hosted by the University of Glasgow. The maths inside project seeks to nourish a love for mathematics by embarking on a journey of discovery through a creative lens. This suite of resources have been created to inspire entrants, and support families, teachers and those out-of-school to make deeper connections with their surroundings. The maths inside is waiting to be discovered! Also contained in the suite is an example to inspire and support you to design your own interdisciplinary learning (IDL) activity matched to Education Scotland experiences and outcomes (Es+Os), to lead pupils towards the creation of their own entry. These resources are not prescriptive, and are designed with a strong creativity ethos for them to be adapted and delivered in a manner that meets the specific needs of those participating. The competition and the activities can be tailored to meet all and each learners' needs. We recommend that those engaging with maths inside for the first time complete their own mapping exercise linking the designed activity to the Es+Os. To create a collaborative resource bank open to everyone, we invite you to treat these resources as a working document for entrants, parents, carers, teachers and schools to make their own. Please share your tips, ideas and activities at info@mathsinside.com and through our social media channels. Past winning entries of the competition are also available for inspiration and for using as a teaching resource. Already inspired? Enter the competition!
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Walthall, Rhonda. Unsettled Topics Concerning Adopting Blockchain Technology in Aerospace. SAE International, October 2020. http://dx.doi.org/10.4271/epr2020021.

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In the aerospace industry, competition is high and the need to ensure safety and security while managing costs is paramount. Furthermore, stakeholders—who gain the most by working together—do not necessarily trust each other. Now, mix that with changing enterprise technologies, management of historical records, and customized legacy systems. This issue touches all aspects of the aerospace industry, from frequent flyer miles to aircraft maintenance and drives tremendous inefficiency and cost. Technology that augments, rather than replaces, is needed to transform these complex systems into efficient, digital processes. Blockchain technology offers collaborative opportunities for solving some of the data problems that have long challenged the industry. This SAE EDGE™ Research Report by Rhonda D. Walthall examines how blockchain technology could impact the aerospace industry and addresses some of the unsettled concerns surrounding its implementation.
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African Open Science Platform Part 1: Landscape Study. Academy of Science of South Africa (ASSAf), 2019. http://dx.doi.org/10.17159/assaf.2019/0047.

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This report maps the African landscape of Open Science – with a focus on Open Data as a sub-set of Open Science. Data to inform the landscape study were collected through a variety of methods, including surveys, desk research, engagement with a community of practice, networking with stakeholders, participation in conferences, case study presentations, and workshops hosted. Although the majority of African countries (35 of 54) demonstrates commitment to science through its investment in research and development (R&D), academies of science, ministries of science and technology, policies, recognition of research, and participation in the Science Granting Councils Initiative (SGCI), the following countries demonstrate the highest commitment and political willingness to invest in science: Botswana, Ethiopia, Kenya, Senegal, South Africa, Tanzania, and Uganda. In addition to existing policies in Science, Technology and Innovation (STI), the following countries have made progress towards Open Data policies: Botswana, Kenya, Madagascar, Mauritius, South Africa and Uganda. Only two African countries (Kenya and South Africa) at this stage contribute 0.8% of its GDP (Gross Domestic Product) to R&D (Research and Development), which is the closest to the AU’s (African Union’s) suggested 1%. Countries such as Lesotho and Madagascar ranked as 0%, while the R&D expenditure for 24 African countries is unknown. In addition to this, science globally has become fully dependent on stable ICT (Information and Communication Technologies) infrastructure, which includes connectivity/bandwidth, high performance computing facilities and data services. This is especially applicable since countries globally are finding themselves in the midst of the 4th Industrial Revolution (4IR), which is not only “about” data, but which “is” data. According to an article1 by Alan Marcus (2015) (Senior Director, Head of Information Technology and Telecommunications Industries, World Economic Forum), “At its core, data represents a post-industrial opportunity. Its uses have unprecedented complexity, velocity and global reach. As digital communications become ubiquitous, data will rule in a world where nearly everyone and everything is connected in real time. That will require a highly reliable, secure and available infrastructure at its core, and innovation at the edge.” Every industry is affected as part of this revolution – also science. An important component of the digital transformation is “trust” – people must be able to trust that governments and all other industries (including the science sector), adequately handle and protect their data. This requires accountability on a global level, and digital industries must embrace the change and go for a higher standard of protection. “This will reassure consumers and citizens, benefitting the whole digital economy”, says Marcus. A stable and secure information and communication technologies (ICT) infrastructure – currently provided by the National Research and Education Networks (NRENs) – is key to advance collaboration in science. The AfricaConnect2 project (AfricaConnect (2012–2014) and AfricaConnect2 (2016–2018)) through establishing connectivity between National Research and Education Networks (NRENs), is planning to roll out AfricaConnect3 by the end of 2019. The concern however is that selected African governments (with the exception of a few countries such as South Africa, Mozambique, Ethiopia and others) have low awareness of the impact the Internet has today on all societal levels, how much ICT (and the 4th Industrial Revolution) have affected research, and the added value an NREN can bring to higher education and research in addressing the respective needs, which is far more complex than simply providing connectivity. Apart from more commitment and investment in R&D, African governments – to become and remain part of the 4th Industrial Revolution – have no option other than to acknowledge and commit to the role NRENs play in advancing science towards addressing the SDG (Sustainable Development Goals). For successful collaboration and direction, it is fundamental that policies within one country are aligned with one another. Alignment on continental level is crucial for the future Pan-African African Open Science Platform to be successful. Both the HIPSSA ((Harmonization of ICT Policies in Sub-Saharan Africa)3 project and WATRA (the West Africa Telecommunications Regulators Assembly)4, have made progress towards the regulation of the telecom sector, and in particular of bottlenecks which curb the development of competition among ISPs. A study under HIPSSA identified potential bottlenecks in access at an affordable price to the international capacity of submarine cables and suggested means and tools used by regulators to remedy them. Work on the recommended measures and making them operational continues in collaboration with WATRA. In addition to sufficient bandwidth and connectivity, high-performance computing facilities and services in support of data sharing are also required. The South African National Integrated Cyberinfrastructure System5 (NICIS) has made great progress in planning and setting up a cyberinfrastructure ecosystem in support of collaborative science and data sharing. The regional Southern African Development Community6 (SADC) Cyber-infrastructure Framework provides a valuable roadmap towards high-speed Internet, developing human capacity and skills in ICT technologies, high- performance computing and more. The following countries have been identified as having high-performance computing facilities, some as a result of the Square Kilometre Array7 (SKA) partnership: Botswana, Ghana, Kenya, Madagascar, Mozambique, Mauritius, Namibia, South Africa, Tunisia, and Zambia. More and more NRENs – especially the Level 6 NRENs 8 (Algeria, Egypt, Kenya, South Africa, and recently Zambia) – are exploring offering additional services; also in support of data sharing and transfer. The following NRENs already allow for running data-intensive applications and sharing of high-end computing assets, bio-modelling and computation on high-performance/ supercomputers: KENET (Kenya), TENET (South Africa), RENU (Uganda), ZAMREN (Zambia), EUN (Egypt) and ARN (Algeria). Fifteen higher education training institutions from eight African countries (Botswana, Benin, Kenya, Nigeria, Rwanda, South Africa, Sudan, and Tanzania) have been identified as offering formal courses on data science. In addition to formal degrees, a number of international short courses have been developed and free international online courses are also available as an option to build capacity and integrate as part of curricula. The small number of higher education or research intensive institutions offering data science is however insufficient, and there is a desperate need for more training in data science. The CODATA-RDA Schools of Research Data Science aim at addressing the continental need for foundational data skills across all disciplines, along with training conducted by The Carpentries 9 programme (specifically Data Carpentry 10 ). Thus far, CODATA-RDA schools in collaboration with AOSP, integrating content from Data Carpentry, were presented in Rwanda (in 2018), and during17-29 June 2019, in Ethiopia. Awareness regarding Open Science (including Open Data) is evident through the 12 Open Science-related Open Access/Open Data/Open Science declarations and agreements endorsed or signed by African governments; 200 Open Access journals from Africa registered on the Directory of Open Access Journals (DOAJ); 174 Open Access institutional research repositories registered on openDOAR (Directory of Open Access Repositories); 33 Open Access/Open Science policies registered on ROARMAP (Registry of Open Access Repository Mandates and Policies); 24 data repositories registered with the Registry of Data Repositories (re3data.org) (although the pilot project identified 66 research data repositories); and one data repository assigned the CoreTrustSeal. Although this is a start, far more needs to be done to align African data curation and research practices with global standards. Funding to conduct research remains a challenge. African researchers mostly fund their own research, and there are little incentives for them to make their research and accompanying data sets openly accessible. Funding and peer recognition, along with an enabling research environment conducive for research, are regarded as major incentives. The landscape report concludes with a number of concerns towards sharing research data openly, as well as challenges in terms of Open Data policy, ICT infrastructure supportive of data sharing, capacity building, lack of skills, and the need for incentives. Although great progress has been made in terms of Open Science and Open Data practices, more awareness needs to be created and further advocacy efforts are required for buy-in from African governments. A federated African Open Science Platform (AOSP) will not only encourage more collaboration among researchers in addressing the SDGs, but it will also benefit the many stakeholders identified as part of the pilot phase. The time is now, for governments in Africa, to acknowledge the important role of science in general, but specifically Open Science and Open Data, through developing and aligning the relevant policies, investing in an ICT infrastructure conducive for data sharing through committing funding to making NRENs financially sustainable, incentivising open research practices by scientists, and creating opportunities for more scientists and stakeholders across all disciplines to be trained in data management.
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