Table I. Forms of collaboration... | Emerald Publishing

Table I.

Forms of collaboration

Collaboration	Description
Strategic alliances and joint ventures	Strategic technological agreements between organizations, to obtain, integrate or generate knowledge. This kind of agreement usually involves development projects in nearby markets and for a certain time. The alliances cover the joint ventures and a variety of technological collaboration agreements between companies and universities, suppliers, customers, and competitors (Grant & Baden‐Fuller, 2004; Hagedoorn & Duysters, 2002; Tidd et al., 2008)
Licensing of IP	The most direct way for a company to buy or sell technology, it is essential to open innovation. The company may sell their technology, and explore the intellectual property from other organizations, in exchange of fee payment or royalties. In relation to internal development, the low cost of development, less technological and market risks, and agility in the development and launching products on the market are among the advantages of licensing (Pénin et al., 2011; Sikimic et al., 2016; Tidd et al., 2008)
Acquisition or creation of enterprises	Direct applications of the processes of exit and ingress of open innovation. The company may acquire a technology acquiring the company that developed it (ingress process) or it can create a new enterprise to exploit a technology created by it (exit process) (Pénin et al., 2011)
Research consortium	Companies work together on a specific project, which can be the creation of a new enterprise in common or a new research facility. The sharing of costs and risks of the research, the establishment of standards, and the combination of different skills and knowledge of the companies are among the advantages of joining a research consortium. SRC and SEMATECH are examples of research consortia in the semiconductor industry (Logar et al., 2014; Tidd et al., 2008)
Innovation networks	Intermediary networks from which companies are associated to generate new products and technologies. To facilitate access to new markets and technologies, integrate complementary competences and guarantee the rights of ownership are among the benefits to join a network. In addition, participation in a network of innovation can be crucial to the company to reach a greater degree of novelty in product innovation (Chesbrough & Prencipe, 2008; Dittrich & Duysters, 2007; Lyu et al., 2019; Nieto & Santamaría, 2007)

Collaboration	Description
Strategic alliances and joint ventures	Strategic technological agreements between organizations, to obtain, integrate or generate knowledge. This kind of agreement usually involves development projects in nearby markets and for a certain time. The alliances cover the joint ventures and a variety of technological collaboration agreements between companies and universities, suppliers, customers, and competitors (Grant & Baden‐Fuller, 2004; Hagedoorn & Duysters, 2002; Tidd et al., 2008)
Licensing of IP	The most direct way for a company to buy or sell technology, it is essential to open innovation. The company may sell their technology, and explore the intellectual property from other organizations, in exchange of fee payment or royalties. In relation to internal development, the low cost of development, less technological and market risks, and agility in the development and launching products on the market are among the advantages of licensing (Pénin et al., 2011; Sikimic et al., 2016; Tidd et al., 2008)
Acquisition or creation of enterprises	Direct applications of the processes of exit and ingress of open innovation. The company may acquire a technology acquiring the company that developed it (ingress process) or it can create a new enterprise to exploit a technology created by it (exit process) (Pénin et al., 2011)
Research consortium	Companies work together on a specific project, which can be the creation of a new enterprise in common or a new research facility. The sharing of costs and risks of the research, the establishment of standards, and the combination of different skills and knowledge of the companies are among the advantages of joining a research consortium. SRC and SEMATECH are examples of research consortia in the semiconductor industry (Logar et al., 2014; Tidd et al., 2008)
Innovation networks	Intermediary networks from which companies are associated to generate new products and technologies. To facilitate access to new markets and technologies, integrate complementary competences and guarantee the rights of ownership are among the benefits to join a network. In addition, participation in a network of innovation can be crucial to the company to reach a greater degree of novelty in product innovation (Chesbrough & Prencipe, 2008; Dittrich & Duysters, 2007; Lyu et al., 2019; Nieto & Santamaría, 2007)

Notes:

SCR = semiconductor research corporation; SEMATECH = semiconductor manufacturing technology

Source: Prepared by the authors based on the literature (2019)