Organizing for innovation: R&D projects, activities and partners
AbstractWe explore how R&D project characteristics condition the governance of an R&D project and its individual activities. Prior literature has tried to understand the factors - both at the industry and at the firm level - that influence the way in which firms partner for innovation. In this paper, through the analysis of detailed data from a subsidiary of STMicroelectronics, we identify the main drivers of partner selection for innovation. Partnering or contracting with universities for innovation is common practice for developing new -original- knowledge, as opposed to applying existing knowledge to a problem. But firms are more reluctant to partner, especially with other firms, when that knowledge directly enhances their competitiveness. However, conditional on cooperation, partners are more likely to act individually when the project is strategically important. Contracting for innovation to universities or research centers, as opposed to partnering, happens for more experimental projects, where highly original knowledge is developed, and typically early on in the project.
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Bibliographic InfoPaper provided by IESE Business School in its series IESE Research Papers with number D/597.
Length: 26 pages
Date of creation: 14 Jul 2005
Date of revision:
Innovation strategy; Technological innovation; R&D projects' organization; Partner selection;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2005-09-29 (All new papers)
- NEP-ENT-2005-09-29 (Entrepreneurship)
- NEP-INO-2005-09-29 (Innovation)
- NEP-TID-2005-09-29 (Technology & Industrial Dynamics)
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