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By Benjamin Niedergassel

In the knowledge-driven economic climate, contributors and corporations have to glance past their very own barriers to enrich latest assets. specifically in research-intensive fields, potent and effective wisdom sharing with collaboration companions has turn into the most important to good fortune. in line with a large-scale survey, Benjamin Niedergassel identifies numerous components improving or inhibiting wisdom sharing in examine collaborations. He makes use of those elements to derive functional implications for academia, and learn policy.

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Focused on four instrument types: the gas chromatograph, the nuclear magnetic resonance spectrometer, the ultraviolet spectrophotometer, and the transmission electron microscope. The original and more detailed description of the case outline can be found in von Hippel (1998), pp. 15f. See Henkel (2008). The importance of suppliers as a source of innovation for Henkel is further stressed by Thomas Müller-Kirschbaum (Senior Vice President for R&D, Technology and Supply Chain): “Due to excellent suppliers who help us by delivering innovative chemistry, we are able to continuously market new breakthrough innovations […]”.

It should be noted that governmental activities can both stimulate and inhibit innovation. Being situated outside the scope of this work, the inhibiting effects will not be discussed further. 95 Most activities can either directly spark innovations in the industry they target or can indirectly lead to innovations in related industries. For instance, regulations in environmental, health and safety (EHS) controls have directly forced the chemical industry to generate innovative solutions to ensure compliance with regulatory standards.

1994), or Olson et al. (2001). See also Griffin and Hauser (1996) for an extensive literature analysis of publications on the R&D-marketing interface. See Hauschildt and Kirchmann (2001), pp. 41ff. See Hauschildt and Salomo (2007), pp. 191f. See Hauschildt and Kirchmann (2001), pp. 42f. See Hauschildt and Salomo (2007), pp. 216ff. See Gemünden and Walter (1995), pp. 973ff. For further research on the role of promotors in innovation management, see also Witte (1973), Gemünden and Walter (1996), Folkerts (2001), Hauschildt and Kirchmann (2001), or Folkerts and Hauschildt (2002).

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