Furthermore, cooperative value creation processes are of substantial importance to the SMCs clustered in and around Marburg. Limited resources lead to a substantial amount of added value if one concentrates on one's core competencies.
Questions concerning management and governance of partnerships under various contingency factors are answered. The situational aspect of this analysis is strategic goal-setting of cooperations as innovative value creation concepts are especially reliant on strategic input (such as cooperative innovation generation).
Research questions - examples
- Which contingency factors and governance mechanisms allow collaborations to achieve various outcomes (innovation, cost-cutting, satisfaction)?
- Are different governance mechanisms for inter-form collaboration complementary or conflicting, if used simultaneously?
- What role do behavioral aspects between business partners play and how can these aspects be influenced?
- What are the different time stages of pluralistic governance mechanisms?
Projects - examples
- Impregnable exchange relationships with buyers (Tangpong, Clauß, 2018)
- How business should govern knowledge-intensive collaborations with universities? (Clauß, Kersting, 2017)
- Treat your suppliers right! (Clauß / Spieth, 2016)
- Relational determinants of ambidextrous knowledge in innovative businesses (Clauß et al., 2016)
- Different relationships in supplier collaborations (Clauß, 2012)