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1 – 10 of over 56000Dohyoung Kim, Sunmi Jung and Eungdo Kim
The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative…
Abstract
Purpose
The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative and non-collaborative projects moderate this relationship within the context of inter-organisational research projects.
Design/methodology/approach
The authors analysed panel data from the National Science and Technology Information Service on 171 research projects within a biomedical and regenerative medicines programme overseen by the Korea Health Industry Development Institute. The authors used a hierarchical regression model, based on the ordinary least squares method, to examine the relationship between PI characteristics and performance, considering both quantity and quality.
Findings
The results show that the characteristics of PIs have diverse effects on the quantity and quality of innovation performance. Gender diversity within PIs negatively affects the quality of innovation performance, while the capacity of PIs positively influences it. Moreover, the degree of PI’s engagement is positively associated with the quantity of innovation performance but does not have a significant relationship with the quality of performance. In terms of moderating effects, collaborative projects with multiple leaders seem less reliant on PI capacity than non-collaborative projects led by a single leader, in terms of innovation performance.
Originality/value
The results contribute significantly to the literature on innovation management by examining the role of leadership in collaborative environments to enhance innovation performance, addressing the need for empirical evidence in this area. Analyses of PI characteristics in government R&D management can lead to improved team performance, more efficient processes and effective resource allocation, ultimately fostering innovation.
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This paper addresses the issue of management control (MC) of collaborative innovation. It attempts to fill this gap in MC literature by considering both contingency and internal…
Abstract
Purpose
This paper addresses the issue of management control (MC) of collaborative innovation. It attempts to fill this gap in MC literature by considering both contingency and internal consistency perspectives influencing the MC setting, especially in the context of R&D alliances. Opening the boundaries of R&D has implications for the design of MC. It involves particular challenges and raises specific tensions of competing demands between control and innovation.
Design/methodology/approach
Based on a quantitative survey of sponsored European consortia and using the structural equation modeling method, we design an interfirm MC model to support collaborative innovation.
Findings
Our results show that the innovation ecosystem plays a critical role as an institutional element shaping the MC design. We also infer based on our findings that the package approach is more suitable than the system one to set up control practices within a collaborative innovation context. Thus, the package allows several configurations of MC in an ongoing process that, in turn, leads to deal with organizational tensions and conflicting pressures in a dynamic way. Accordingly, the package's effectiveness seems to be related to its “fit” with the alliance context rather than its “internal consistency”.
Research limitations/implications
This study advances MC literature by combining two theoretical perspectives to address interfirm MC, especially in the field of innovation that raises specific challenges. The findings lead also to build a bridge with a new perspective, i.e. evolutionary perspective, as the package suggests an ongoing process of resolving dynamic tensions between control requirements and innovation needs.
Practical implications
The study suggests a model of MC package that provides managers with a range of viable configurations and alternatives to support collaborative innovation, control activities, adapt to changes, resolve tensions and drive performance.
Originality/value
Instead of prior studies, the study relies upon both contingency and internal consistency perspectives to examine the MC design and structuring mode. In addition, the empirical part of this research deals with the case of European sponsored R&D consortia as a form of collaborative innovation. Unlike traditional R&D alliances, management control within sponsored consortia seems to be more complex to address as the consortium is multilateral, the grants are public and the goals may diverge given the broad variety of organizations the consortium involves.
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Kadígia Faccin, Alsones Balestrin, Bibiana Volkmer Martins and Claudia Cristina Bitencourt
The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave…
Abstract
Purpose
The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process.
Design/methodology/approach
The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method.
Findings
The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations.
Research limitations/implications
We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project.
Practical implications
Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects.
Originality/value
The authors improve Teece’s model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.
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The purpose of this paper is to demonstrate how collaborative contracts can improve industrial maintenance contract relationships.
Abstract
Purpose
The purpose of this paper is to demonstrate how collaborative contracts can improve industrial maintenance contract relationships.
Design/methodology/approach
The research compares performance contracts with collaborative contracts, a new contract type whereby the contract parties align their objectives. The study uses game theory and describes the contract types as mechanism designs to compare the contract types. The mechanisms are validated with case studies. The utility of the contract types is verified with Monte Carlo simulations using expert opinions.
Findings
The research demonstrates that, under certain conditions, collaborative contracts result in a higher utility than performance contracts for all contract parties.
Practical implications
The use of collaborative contracts between an operator of a technical system and a maintenance organisation reduces maintenance costs and improves the availability of the technical system, increasing the utility for all contract parties.
Originality/value
The collaborative contract is a new contract type for maintenance services and the research method provides a new approach to optimise industrial maintenance contract relationships.
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The purpose of this paper is to examine the collaboration strategies employed by collaborating small‐ and medium‐sized enterprises (SMEs) and university researchers for initiating…
Abstract
Purpose
The purpose of this paper is to examine the collaboration strategies employed by collaborating small‐ and medium‐sized enterprises (SMEs) and university researchers for initiating and optimizing the process and outcome of R&D collaboration.
Design/methodology/approach
The paper is based upon a qualitative study of the total population of university departments and SMEs involved in collaborative research projects sponsored by a new governmental programme in Denmark, the aim of which was to build new R&D alliances between industry and universities.
Findings
The findings show how partners choose to pursue difference short‐ or long‐term strategies to optimize the process and outcome of university‐industry (UI) collaboration. Some collaborations were thus informed by a short‐term strategy aimed at achieving immediate R&D results. However, to a high extent, many SME partners relied upon a long‐term strategy aiming at developing UI relations beyond the immediate project and practical learning. A variety of shifting strategies shape researchers' decisions during UI collaborations, which thus convey different notions of success.
Research limitations/implications
The findings of the present research point to the importance of taking the diverse reasons and micro strategies informing collaborative efforts into account when studying UI collaborations.
Practical implications
Different strategies may prove successful in optimizing the outcome of UI collaborations depending upon, e.g. partners' previous collaborative experiences. Policies should incorporate some openness towards the differential premises and reasons for UI collaboration.
Originality/value
Relatively little research has addressed the development of UI relationships from the micro‐level perspective of the discretionary decisions and strategies of collaborating researchers.
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Despite increasing research on the social nature of entrepreneurial collaboration in the context of alliances, its performance implication has been under debate. The present study…
Abstract
Purpose
Despite increasing research on the social nature of entrepreneurial collaboration in the context of alliances, its performance implication has been under debate. The present study tests a theoretical framework to elucidate the mediated relationship between social capital (SC) and research and development (R&D) alliance performance through the entrepreneurial orientation (EO) of alliance firms.
Design/methodology/approach
Based on the authors’ literature review, SC is conceptualized as the sum of actual and potential assets, including structural, relational and cognitive capital, embedded within the networks of alliance partners. Alliance performance is regarded as a combination of technological performance and business performance, corresponding to the mutual and private benefits of R&D alliances, respectively. This study hypothesizes the potential impact of SC on alliance performance and the mediating role of EO in the relationship.
Findings
The results from an analysis of 218 Korean ventures that participated in R&D alliance projects as focal alliance partners show that each SC dimension drives alliance firms to enact EO, which eventually leads to increased performance in technology and business. Specifically, EO contributes to translating the implications of SC for technological performance partially and for business performance completely.
Originality/value
This study links fragmented theoretical perspectives in research, shedding new light on the importance of social nature in the context of R&D alliances, which conditions entrepreneurial collaboration for better alliance performance. The findings suggest that practitioners should adopt an ambidextrous approach to the SC–EO interface at the alliance level, which opens a gateway to achieve greater performance by alliance.
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Chokri Zanzouri and Jean-Charles Francois
This paper aims to analyze the mechanisms of knowledge capitalization, sharing and creation through the information systems between actors of a collaborative R&D project within a…
Abstract
Purpose
This paper aims to analyze the mechanisms of knowledge capitalization, sharing and creation through the information systems between actors of a collaborative R&D project within a cluster.
Design/methodology/approach
Qualitative approach based on case study mobilizing the following research tools: semi-structured interviews, documentary study and direct observation.
Findings
Better understanding of the dynamics of knowledge capitalization, sharing and creation in firms via the R&D projects within clusters.
Practical implications
The case study may help companies to better manage its R&D projects through an optimization of KM practices. This can increase their innovative capacity through improved understanding of factors that can stimulate or inhibit knowledge capitalization, sharing and creation.
Originality/value
The theoretical framework, especially the SECI model and the KBV approach seems to be useful to improve the understanding of KM practices in the context of collaborative R&D projects. This understanding may allow developments at the companies' ability to innovate through knowledge creation.
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Lisa Melander and Fredrik Tell
The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest…
Abstract
Purpose
The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest. Inter- and intra-organizational coordination mechanisms are investigated.
Design/methodology/approach
The findings reported are based on a multiple case study consisting of four cases at two firms. Theoretical sampling consisted in selecting two projects with opposite levels of conflicts of interest between the collaborating firms. In total, 38 interviews were conducted with employees in buying and supplying firms.
Findings
The findings illustrate how inter-firm conflicts of interest affect the way firms coordinate both externally and internally. A high level of conflicts of interest related to information leakage emanated in more distant relationships with limited coordination between buyer and supplier. This restrictive relationship is also reflected in limited coordination between the buyer’s purchasing and research and development (R&D) units.
Research limitations/implications
Generalizability is limited, as only two large industrial firms have been studied, but with four projects investigated in detail. The study shows that in situations, in which there is a conflict of interest, external coordination affects the firms’ internal coordination. Conflicts of interest in buyer-supplier NPD collaborations are managed by limiting information sharing, which is reflected in the way R&D and purchasing are coordinated.
Practical implications
Managers need to be aware of that a firm’s fear of sharing information with its supplier can also transfer to intra-firm unit coordination, as R&D may limit its information sharing with purchasing. On the other hand, in buyer-supplier collaborations with little conflict of interest, firms can form close relationships. Such a close relationship is also mirrored in how R&D and purchasing openly share information and coordinate.
Originality/value
This research contributes to an increased understanding of coordination in buyer-supplier innovation collaboration. Firms not only need to consider their external coordination but also how coordination with suppliers may affect the way they coordinate in NPD projects within the firm between purchasing and R&D.
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Martha Prevezer, Jian Li and Pietro Panzarasa
This paper aims to draw on a number of indicators of innovation to evaluate and compare two central regions – Hubei and Hunan – with three leading regions of China – Beijing…
Abstract
Purpose
This paper aims to draw on a number of indicators of innovation to evaluate and compare two central regions – Hubei and Hunan – with three leading regions of China – Beijing, Shanghai and Guangdong.
Design/methodology/approach
The paper focuses on absorptive capacity at the level of domestic regions of China, using data on R&D expenditures, human resources in higher education and in high-tech industries. The paper uses social network analysis to investigate innovation networks based on patents from the SIPO and USPTO.
Findings
Results indicate that, in Hubei and Hunan, R&D expenditures do not translate into as many innovative outputs as in the coastal and Southern regions. Moreover, high-tech industries contribute towards a relatively low proportion of the regional outputs of Hubei and Hunan, where especially the electronics industry is very poorly represented. Findings also suggest that Hubei and Hunan have a relatively limited access to foreign technologies embedded in ties with international partners. By contrast, the more advanced three regions tend to develop collaborative activities across national boundaries to a higher extent than across regional boundaries.
Research limitations/implications
The analysis of China's regional innovation system has implications for research on national innovation systems. Policy-makers can benefit from the comparative analysis of regions.
Originality/value
The study is primarily exploratory, and the findings contribute to the literature and ongoing discussion on data sources and methods for the analysis of regional innovation.
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How beneficial is interorganizational learning for research and development (R&D) consortium performance, and what factors drive the learning effectiveness? To answer these…
Abstract
Purpose
How beneficial is interorganizational learning for research and development (R&D) consortium performance, and what factors drive the learning effectiveness? To answer these underexplored topics, this study aims to investigate the relationship between interorganizational learning and consortium performance and the moderating impact of social capital embedded in the consortia on the relationship.
Design/methodology/approach
Based on the literature review conducted, interorganizational learning is conceptualized as a multidimensional construct represented by exploitative and exploratory learning at the consortium level. R&D consortium performance is operationalized as a combination of technological and business performance, corresponding, respectively, to its collective outputs and individual outcomes. This study hypothesizes focusing on technological performance while analyzing business performance for the robustness check.
Findings
The hypotheses are tested in an original sample of 218 R&D consortium projects in which Korean ventures participated as focal partners. The results show that both exploitative and exploratory learnings are positively related to R&D consortium performance, and social capital accrued in the consortia leverages the advantages of exploratory learning for technological performance and exploitative learning for business performance.
Originality/value
This study adds new evidence to the literature, suggesting the performing-by-partnering mechanism of R&D consortia is contingent on the social capital that institutionalizes the common learning platform in which the partners interoperate. In practical respects, the combination of interorganizational learning and social capital deserves to be regarded as strategic elements for the value-cocreating consortia, requiring the true exchange of knowledge across partners.
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