Drivers collaboration

Since the aim of this chapter is to provide a general outlook on interdisciplinarity in hybrid nanomaterials, we have focused our efforts on the knowledge structure and briefly touched upon the drivers for integration, both of which can be explored using bibliographic data. An exploration of the interdisciplinary practices (e.g., collaborations or recruitment) falls beyond the scope of this investigation. 

To corroborate and explore the importance of the drivers commonly cited in the literature, in 2004, BRIDGES to Sustainability (BRIDGES), in collaboration with PricewaterhouseCoopers LLC (PwC), developed a survey addressing the chemical industry s view of sustainability and its response to sustainability issues. BRIDGES,... 

The most novel and practical solutions may come from individuals who are able to connect disparate ideas from different disciplines in new ways. In short, the ability to connect dots and to perceive out of the box is a particularly strong individual differentiator and a powerful driver of value creation (Berns, 2008). Experiential learning opportunities are extremely important, since fresh experiences and the environments these offer can significantly enhance powers of perception. As noted by Berns (2008), our brains need to be bombarded with things never encountered before to see things differently. There are literally infinite opportunities to connect dots, which is a major reason why interdisciplinary collaborations can be so productive. Importantly, the ability to perceive new opportunities in turn begs for their analysis and subsequent translation for multiple constituencies, frequently leading to more ideas that call for yet additional analysis and translation. 

While IP ownership is an essential driver of innovation, technological advances are often dependent on shared knowledge, standards, and collaborative innovation. The IP framework must enable both. We must protect truly new, novel, and useful inventions. And we need to recognize that open standards can accelerate the interoperability and expansion of the global infrastructure. Because collaborative innovation is relatively new, the stmcture and processes to accommodate ownership, openness, and access are evolving, and new creative models are emerging. 

Thomas Foster has reported research from Northeastern University and consulting firm Accenture on the progress of collaborative relationships in the 3PL industryHis report cites the following drivers for change and the his conclusion regarding the implications ... 

The vertical axis in Figure 27.1 reflects different levels of information capture along the supply chain. Single company data (Level I) expands to take into account the cost of capital (Level II). This includes the fixed assets and working capital required by the company to operate. At Level III, companies share cost data to gain a multicompany view. At Level IV, the final stage, cost drivers are applied to activity-based costs to develop supply chain product costs. These costs support collaborative strategic product line decisions at a multicompany level. 

These developments highlight the need for an integrated and advanced design process that is able to ensure the concurrent synthesis of many life cycle performance drivers within a complex and collaborative aviation enterprise. It is the aim of this chapter to present recent developments in aviation research that contribute to this overall need. 

Kleijnen S, Toenders W, de Groot F et al (2015) Europeem collaboration on relative effectiveness assessments what is needed to be successful Health Policy 119 569-576 Kok L, Boyle S, Lammers M, Tempelman C (2015) Remuneration of medical specialists. Drivers of the differences between six European countries. Health PoUcy 119 1188-1196 Lahey T (2013) The ethics of clinical research in low- and middle-income countries. Handb Clin Neurol 118 301-313... 

Modern inventory control or process planning methods assume wide-scale cooperation with collaborators. Hence, mere awareness of potential benefits for the internal logistics system of the company is not a sufficient driver for implementing those methods. The differences in knowledge and competence, as well as the limited trust of the company and its collaborators, considerably reduce - or even exclude - the possibility of implementing the methods or solutions (Baraniecka 2011b, pp. 156-166). 

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