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Implementing a 'bottom-up,' multi-sector research collaboration: The case of the Texas air quality study

  • Craig Boardman
  • Barry Bozeman

The vast majority of research collaboration among firms is informal. Unfortunately, little research has focused on informal, multi-institutional research collaboration, partly because by their very nature these collaborations are difficult to study systematically. In this study, we employ case study methodology to examine a large-scale research collaboration, the 2000 Texas Air Quality Study, which could be labeled 'multi-sector, multi-institution' and 'informal.' We develop the case based on a contingency model of research collaboration effectiveness, our chief objective being to assess the impact of various characteristics of the collaboration on the project's outcomes. We find the case to align with the terms of the model, thereby distilling some implications for a theory of research collaboration effectiveness, at least within the domain of large-scale, multi-institutional, multi-sector research collaborations.

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Article provided by Taylor & Francis Journals in its journal Economics of Innovation and New Technology.

Volume (Year): 15 (2006)
Issue (Month): 1 ()
Pages: 51-69

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Handle: RePEc:taf:ecinnt:v:15:y:2006:i:1:p:51-69
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  1. Gamal Atallah, 2002. "Information Sharing and the Stability of Cooperation in Research Joint Ventures," Working Papers 0202EClassification-JEL: , University of Ottawa, Department of Economics.
  2. Sah, Raaj Kumar & Stiglitz, Joseph E, 1986. "The Architecture of Economic Systems: Hierarchies and Polyarchies," American Economic Review, American Economic Association, vol. 76(4), pages 716-27, September.
  3. Katz, J. Sylvan & Martin, Ben R., 1997. "What is research collaboration?," Research Policy, Elsevier, vol. 26(1), pages 1-18, March.
  4. Hagedoorn, John & Link, Albert N. & Vonortas, Nicholas S., 2000. "Research partnerships1," Research Policy, Elsevier, vol. 29(4-5), pages 567-586, April.
  5. Deepak K. Sinha & Michael A. Cusumano, 1991. "Complementary Resources and Cooperative Research: A Model of Research Joint Ventures Among Competitors," Management Science, INFORMS, vol. 37(9), pages 1091-1106, September.
  6. Mowery, David C. & Oxley, Joanne E. & Silverman, Brian S., 1998. "Technological overlap and interfirm cooperation: implications for the resource-based view of the firm," Research Policy, Elsevier, vol. 27(5), pages 507-523, September.
  7. Bozeman, Barry & Klein, Hans K., 1999. "The case study as research heuristic: lessons from the R&D value mapping project," Evaluation and Program Planning, Elsevier, vol. 22(1), pages 91-103.
  8. Lee G. Branstetter & Mariko Sakakibara, 2002. "When Do Research Consortia Work Well and Why? Evidence from Japanese Panel Data," American Economic Review, American Economic Association, vol. 92(1), pages 143-159, March.
  9. Wolfgang Becker & Juergen Dietz, 2002. "R&D Cooperation and Innovation Activities of Firms - Evidence for the German Manufacturing Industry -," Discussion Paper Series 222, Universitaet Augsburg, Institute for Economics.
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