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Session 8: Innovation, Learning & Knowledge Management: Prof Ankur Jain

The document discusses a session on innovation, learning, and knowledge management. It covers interorganizational linkages, innovation, and resource dependence theory. Collaborative networks are described as a way for companies to share resources. Structural inertia, investment in existing structures, limited information, and culture are listed as factors that can hinder adaptability. The benefits of networks for innovation are discussed. Managers' roles in alliances are examined.

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Kishore Kumar
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53 views12 pages

Session 8: Innovation, Learning & Knowledge Management: Prof Ankur Jain

The document discusses a session on innovation, learning, and knowledge management. It covers interorganizational linkages, innovation, and resource dependence theory. Collaborative networks are described as a way for companies to share resources. Structural inertia, investment in existing structures, limited information, and culture are listed as factors that can hinder adaptability. The benefits of networks for innovation are discussed. Managers' roles in alliances are examined.

Uploaded by

Kishore Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Session 8:

Innovation, Learning &


Prof Ankur Jain
ankur.jain@iimrohtak.ac.in
Knowledge Management
Learning Objectives 
• Understand interorganizational linkages
• More perspective on Innovation
Case - Cunningham Motors: The virtual car company
Role Play

Investors
Entrepreneurial Team Suppliers
Customers
Resource dependence theory argues that try to minimize their dependence
on other organizations for the supply of important resources.
Collaborative Networks: Companies join together to share scarce
resources and become more competitive. Allows for risk sharing,
safety net, enhancing organizational profile, information sharing.
What hinders adaptability?
• Structural Inertia
• Investment in plants, equipment and specialized personnel
• Limited information
• Established viewpoints of decision makers
• Organization’s own successful history that justifies current procedures
• Difficulty of changing corporate culture
Network
Structure
• Higher levels of innovation
as organizations learn to
shift from adversial to
partnership mindset
• Role of manager?
• Corporate alliances require
managers to be good at
building personal networks
across boundaries
Operational role: Collaborative role:
Vertical authority, accountable for Flexible & adaptive, achieve results through
business results primarily through direct communication, assertively seeking
control over people and resources information & resources, strengthen the
larger ecosystem
Project work: Mid term Exam:
• Name of Organization • Application based - Case / Caselets
• Objective of Study • Closed Book
• 300 words – by Session 11
Case for next class
Nucor Rochelle India Limited (NRIL)

Decision Sheets (Bring to class)

Q1. What is the initial problem Vaibhav faced at NRIL?

Q2. What did Vaibhav do to execute change at NRIL?


Thank you!

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