On the Tension between Product Performance and Confidentiality Protection

Abstract: The general consensus of the academic literature on product development is that it is best to be centrally located in the network of firms in the industry. This allows faster access to more and better information and knowledge. The degree to which a firm is centrally located in a network (i.e., its network centrality) has been shown to relate to various positives outcomes, including increased product development speed and better products. The product development literature also argues that the degree to which a focal firm’s partners are NOT directly tied to each other can enhance the novelty of products developed by the network. The outsourcing and offshoring of activities has led to a world in which product development work has become increasingly distributed. Further, the increasing digitization of work has led to a world in which the digital assets exchanged between product development partners are increasingly important. The main thrust of our research was to understand whether, in the context of the development of a digital product, the established benefits of network centrality may not have a downside. Specifically, does network centrality relate to an increased risk of a confidentiality breach?

Authors: Yingchao Lan, John Gray, Aravind Chandrasekera, and Brett Massimino

Date: October 15, 2018

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Managing a Portfolio of Real Options

Abstract: Firms need to consider the balance between growth and switching options in their development of a portfolio of strategic options.  Growth and switching options represent a trade-ff between flexibility and commitment. Managers need to understand the uniqueness of their portfolios when assessing portfolio value, as well as taking into consideration market uncertainty and technological uncertainty.

Authors: Jaideep Anand, Raffaele Oriani, Roberto. S. Vassolo

Date: 2007

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Unpacking Absorptive Capacity: A study of Knowledge Utilization from Alliance Portfolios

Abstract: Companies that need the ability to adjust to industry changes often find it difficult to develop new products internally. Through strategic alliances, they find means to acquire, or absorb, the knowledge they need. Understanding a company’s absorptive capacity requires separating it into two parts, latitudinal and longitudinal absorptive capacity.  By defining these two types of absorptive capacity, companies are able to balance their knowledge acquisition, ultimately finding the “sweet spot” where costs do not outweigh the benefits of knowledge gained through alliances.

Authors: Jaideep Anand and Gurneeta Vasudeva

Date: Summer 2011

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Alliance Activity as a Dynamic Capability in the Face of a Discontinuous Technological Change

Author: Jaideep Anand, Raffaele Oriani, Roberto S. Vassolo

Date: February 22, 2010

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