DEMBSKI, Dirk (2022). Innovating innovation management in the medical device SME sector through coopetition. Doctoral, Sheffield Hallam University.
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Dembski_2022_DBA_InnovatingInnovationManagement.pdf - Accepted Version
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Dembski_2022_DBA_InnovatingInnovationManagement.pdf - Accepted Version
Available under License Creative Commons Attribution Non-commercial No Derivatives.
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Abstract
About 95% of all companies in the European medical device industry are SMEs,
which are also the source of most innovation in the sector. New EU directives
are threatening the innovation capacity and potentially even the survival of
these smaller firms, since SMEs may not have the resources needed to comply
with the new regulations.
This thesis explores coopetition, a partnership between companies that usually
compete, as an alternative business model to keep delivering innovation. To
provide practical value to leaders of medical device SMEs, the focus is on
identifying the critical success factors for coopetition in this specific industry and
under the influence of the new regulations.
The chosen research methodology uses qualitative methods to gather data from
15 senior executives working in diverse medical device product categories by
means of semi-structured interviews. Grounded theory was adopted as the
methodological approach, with data analysed using different coding techniques,
which provides deep insights into a complex topic.
As a result of the study, recertification and business continuity under the new
medical device directives takes full attention of senior management.
Nevertheless, SMEs need to keep innovating to secure their future. Whilst
balancing both aspects, the study shows that collaborating with a competitor
can help to overcome resource issues, but for coopetition to be a successful
business model between SME in the medical device industry, they must
minimise barriers.
The barrier that stood out throughout the interviews was ‘trust’ between the
partnering companies. Studies so far have not examined the concept of ‘trust’ in
detail, let alone specify the requisite type of trust necessary. This research
identified the trust involved as ‘conditional trust’ that starts with agreeing rules
and boundaries before the coopetitive relationship deepens.
Aligned to this is positioning organisational culture, structure and leadership that
will lead to successful outcomes. SMEs must determine and agree appropriate
representations of values, beliefs, and aspirations, as well as the behaviours,
for instance communication, empowerment, and ability to compromise.
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