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Complementarity in R&D Cooperation Strategies

  • René Belderbos
  • Martin Carree
  • Boris Lokshin

    ()

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. Copyright Springer 2006

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File URL: http://hdl.handle.net/10.1007/s11151-006-9102-z
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Article provided by Springer in its journal Review of Industrial Organization.

Volume (Year): 28 (2006)
Issue (Month): 4 (June)
Pages: 401-426

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Handle: RePEc:kap:revind:v:28:y:2006:i:4:p:401-426
Contact details of provider: Web page: http://www.springerlink.com/link.asp?id=100336

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