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Complementarity in R&D cooperation strategies

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  • Belderbos, Rene
  • Carree, Martin
  • Lokshin, Boris

Abstract

This paper assesses the performance effects of simultaneous engagement in R&D cooperation with different partners (competitors, clients, suppliers, and universities and research institutes). We test whether these different types of R&D cooperation are complements in improving productivity. The results suggest that the joint adoption of cooperation strategies could be either beneficial or detrimental to firm performance, depending on firm size and specific strategy combinations. Customer cooperation helps to increase market acceptance and diffusion of product innovations and enhances the impact of competitor and university cooperation. On the other hand, smaller firms also face diseconomies in pursuing multiple R&D cooperation strategies, which may stem from higher costs and complexity of simultaneously managing multiple partnerships with different innovation objectives.

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Bibliographic Info

Paper provided by Katholieke Universiteit Leuven in its series Open Access publications from Katholieke Universiteit Leuven with number urn:hdl:123456789/101155.

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Date of creation: Jun 2006
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Publication status: Published in Review of industrial organization (2006-06) v.28, p.401-426
Handle: RePEc:ner:leuven:urn:hdl:123456789/101155

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Web page: http://www.kuleuven.be

Related research

Keywords: innovation; productivity; r&d cooperation; firm-level evidence; information technology; productivity growth; market competition; research partners; joint ventures; innovation; spillovers; performance; universities;

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