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Social ventures are organized as nonprofit, for-profit or hybrid organizations whose primary purpose is to address unmet social needs and create social value. Partnerships are one of the key strategies employed by social ventures to gain resources. This study focuses on evaluating the role of partnerships on nascent social ventures participating in business plan competitions. The results suggest that partnerships are more important for nonprofit and hybrid social ventures than for for-profit social ventures. Findings also suggest that partnerships are more essential for social ventures operating in developing regions such as Africa, Asia and Latin America where institutional constraints are greater than in the United States or Canada. This study provides some empirical insight into how partnerships impact nascent social ventures operating with distinct legal structures and in different locations of operation.

The article is about the Australian company, Chemgenex Pharmaceuticals. It touches on the focus of the company and its capabilities and technologies.

Building Biotech Without Building Companies.

Japan's Bio Ventures Today—GNI Ltd.

Ten Tips for Science Entrepreneurs.

No abstract reveived.

Strategic Partnerships – an important tool for social engagement at Science Centre Singapore.

Healthcare IT India Summit kicks off on a high note: Revolutionizing the future of Healthcare IT.

Regional Experts Urging Stakeholder Collaboration to Address Burden of Osteoporosis at IOF 6th Asia-Pacific Meeting

Cardinal Health Announces New Strategic Distribution Agreements to Expand Cordis’ Cardiovascular Product Offerings in Asia Pacific

Exco InTouch Granted US Patent for Its Ground-breaking Mobile Health Solutions

GE Healthcare and Valneva Collaboration Delivers Optimized Cell Culture Medium for Vaccine Production

Singapore's Restalyst Develops More Effective Test Kit for Liver Cancer

Bayer Collaborates with Singapore National Eye Centre to Take the Lead in Professional Development of Ophthalmologists Across Asia

Partnerships and Innovation: Shaping the Future of Healthcare in Asia Pacific

Chugai's Novel Antibody Technologies Put Singapore at the Centre of Fight Against Disease

NCCS AND SGH Conducts Systematic Molecular Profiling of Lung Cancers to Identify New Treatment Opportunities

Suppose that one party proposes to another a contract for sharing an uncertain profit which maximizes the former’s expected utility, with respect to its beliefs, subject to a constraint on the latter’s expected utility, with respect to the latter’s beliefs. It turns out that the optimal contract, which we find, can be nonmonotone, as well as nonlinear, in the realized profit. To avoid the implausible lack of monotonicity, we formulate and solve a model constrained to have monotone increasing profits for both partners. If beliefs are identical, the (unconstrained) contract is shown to be monotone, and under certain conditions, linear. That might explain one famous contract from the history of jazz. If the other party can be assumed risk neutral, the linear contract reduces to the former receiving a constant amount, and the latter the residual net profit, as in the case of another famous contract from the history of jazz. Since in the type of partnerships, we have in mind the partners are always motivated to exert high effort due to other factors like reputation, our setting has no moral hazard or adverse selection, and the partnerships do not involve a large initial investment.

Organizations are increasing the use of partnerships but improved models addressing the sharing of profits and risks are needed to foster innovations in networked new product development. We have used a case study approach to explore the implementation of profit- and risk-sharing mechanisms in a virtual enterprise. Lack of a shared vision may have been the most important cause for the early decomposition of the virtual enterprise. Therefore, the trust did not start to accumulate during the cooperation. This would have been imperative for the implementation of profit sharing mechanisms, because risk attitudes seemed to favor hierarchical rewarding mechanisms.

Technology-based industry convergence brings forth new competence-destroying technologies, increases product complexity and drives companies to enter into collaborative R&D arrangements outside their current business ecosystems. The technology-based convergence context is classified as technology substitution and technology integration convergence types, and requires new collaborative competencies spanning business ecosystems that are not identified in the current literature. This paper explores the critical success factors (CSFs) of inter-company R&D collaboration in different types of convergence projects. The study finds that the convergence types are differentiated by their focal areas: product features, relative product advantage and market need orientation. We further discuss the important CSFs of the convergence types and provide insights for managers in our results.

This paper will summarise some of the main concepts and theories which have been developed in the area of Knowledge Management and will adapt these to develop a new technique for sharing knowledge in a new product development project. The bulk of the literature on Knowledge Management has been concerned with concepts and theory, there is relatively little concerned with the operationalisation of the concepts. This paper will report the results of the testing of a new technique in an ex post case study which was carried out at Flymo Ltd. The research project has been funded by the Engineering & Physical Sciences Research Council (EPSRC).

EIA is widely used as a tool to aid environmental decision making and through the processes of assessment, mitigation and public participation should contribute to sound environmental management and promote sustainable development. However, EIA often places greatest emphasis on the stages leading up to the Record of Decision, with little concern for the subsequent monitoring and auditing of impacts. In this paper, the status of EIA follow-up in South Africa is assessed through interviews with environmental practitioners and regulatory authorities. Their understanding of EIA follow-up and views on its enforcement, together with an assessment of current practices, have provided a useful background for the development of various models of EIA follow-up. Four models, which represent different approaches to EIA follow-up, are discussed. They are termed the legally-based approach, the partnership approach, the self-regulatory and the incentive/disincentive approaches. An evaluation of each in terms of its contribution to environmental sustainability principles is given and recommendations made for the inclusion of EIA follow-up as a standard component of the EIA process.

Mergers & acquisitions (M&A) are strategic decisions that have long been associated with the banking sector, entailing the consolidation of assets among a group of banks through various types of financial transactions. Though a lot of research has been dedicated to the application of data envelopment analysis (DEA) to multiple aspects of M&A within this particular sector, little or even no significant attention has been paid to investigating the optimal matchings among banks, i.e., what should be the best partners of prospective bank mergers that are more likely to maximize the overall performance of the whole banking sector? To answer this question, we propose a hybrid DEA methodology that operates over two levels. The first level entails solving an inverse DEA (IDEA) model to evaluate the optimal gains that could potentially be generated out of pairwise consolidations among banks. As a result, all productive post-merger banks, i.e., those mergers that have real potential for gains’ generation, are duly discerned. In the second level, a DEA procedure integrating a standard DEA model with a greedy heuristic is devised to select the best pairs of merging banks based on the post-merger banks’ expected outcomes. Here, the best prospective merger plan is derived for the whole banking sector out of the entire sample of banks. Using data from the Office of the Superintendent of Financial Institutions (OSFI) database, the pertinence of the proposed methodology is shown by evaluating the potential merger gains of 28 Canadian banks prior to building the associated best prospective merger plan.

Suppose that one party proposes to another a contract for sharing an uncertain profit which maximizes the former’s expected utility, with respect to its beliefs, subject to a constraint on the latter’s expected utility, with respect to the latter’s beliefs. It turns out that the optimal contract, which we find, can be nonmonotone, as well as nonlinear, in the realized profit. To avoid the implausible lack of monotonicity, we formulate and solve a model constrained to have monotone increasing profits for both partners. If beliefs are identical, the (unconstrained) contract is shown to be monotone, and under certain conditions, linear. That might explain one famous contract from the history of jazz. If the other party can be assumed risk neutral, the linear contract reduces to the former receiving a constant amount, and the latter the residual net profit, as in the case of another famous contract from the history of jazz. Since in the type of partnerships, we have in mind the partners are always motivated to exert high effort due to other factors like reputation, our setting has no moral hazard or adverse selection, and the partnerships do not involve a large initial investment.

This chapter takes up the question of what kinds of economic cooperation are necessary in the projects of truth and reconciliation in Canada today. In particular, the question of how to reimagine respectful business relationships in the matrices of colonial laws and Indigenous legal orders that coexist across kinship, transformation and time. The chapter begins by setting the 2015 vision of “partnership” offered by the Prime Minister of Canada in conversation with the Calls to Action of the Truth and Reconciliation Commission of Canada and British Columbia’s partnership laws. It then moves into a close and careful reading of the Secwépemc story The War with the Sky People in order to contextualize the myriad ways that responsibility, leadership, community, kinship, intervention, repair, success and story are integral to what it means to do public-private partnership in postcolonial times. By engaging with the conflicts between the Bird, Fish and Sky peoples, a diversity of governance and community ways of being and knowing sits at the heart of this reimagination. The chapter models that the intellectual and affective work of building meaningful partnerships — within families, in business structures and intersocietally — requires a genuine openness to legal pluralism in order to decolonize our current patterns of business storytelling.

The thermal evaporation of moisture is an essential part of many industrial processes. Drying innovation has until the later stages of the 20^th century tended to fall short of the efficiency gains which were credited to other process functions. Nowadays however, the decision on which drying technology is best suited to a particular application will be a consideration of a more diverse range of factors compared to 20 years ago. Dryer owners and operators are under increasing pressure to ensure that they aspire to higher standards of environmental compliance, energy efficiency, operational safety and product quality. It is difficult to dispute that any of these, singularly or collectively, provide more than substantial motivation to engage in meaningful Research & Development – the success ultimately being measured by the attainment of regulatory compliance and operational efficiencies. However, meaningful Research & Development is unlikely to occur in isolation and if it did the chances of success would be minimal. The innovation model which encapsulates the need, vision, financial and intellectual input, as well as the practical Research & Development, academic and commercialisation resource's, is a demanding and dynamic partnership. We share a clear responsibility in ensuring that we resource our teams and individuals to openly embrace and contribute in the development of multi-disciplined partnerships and collaborations needed to support continued innovations in Drying. In support of this presentation I will draw from refer to our recent experiences in drying development, in particular the global commercialisation of Super Heated Steam Drying.

There is strong evidence that young entrepreneurs in Sub-Saharan Africa are building start-up business ventures in isolation, under pressure, and disconnected from the wider entrepreneurial ecosystem, both contributing to high start-up failure rates. Ecosystem players such as academic institutions, industry partners, and investors have the knowledge, human and financial assets able to offer specialised technical and market support for young entrepreneurs. Yet, it seems that while relevant key stakeholders that make up functional innovation ecosystems are present, the synergy amongst them seems weak and needs to be strengthened if “job seekers” are to become “job creators”. This study proposes an approach to functional multi-stakeholder partnerships that can build thriving ecosystems to support young entrepreneurs in Africa. It presents some of the strategies adopted on the Nexus Project to strengthen the entrepreneurship ecosystem around young entrepreneurs in Nigeria that has resulted in their transformation from “locked” to “unlocked” to “investable” entrepreneurs. The study revealed that an approach to building functional ecosystems in the African context requires a shared vision and values-based engagement between entrepreneurship ecosystem stakeholders. The alignment of a few stakeholders sharing a common goal enhanced the chances of accessing wider ecosystem stakeholders and by extension resulted in effective engagements with other players and positive outcomes for young start-up founders. The spillover effect of the values that underpinned the first level of the partnerships in the wider ecosystem is proof that silos can be broken down when relevant stakeholders take responsibility for this.