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The Organizational Designs of R&D Activities and their Performance Implications: Empirical Evidence for Spain


  • Abel Lucena


Through a rich panel of Spanish manufacturing companies, this study examines the hypothesis that the formation of inter-organizational complementarities in R&D depends on the type of alliance chosen by a firm to leverage its own R&D. To test this hypothesis, the study compares the capacity of different organizational designs of internal and external R&D activities to produce complementarities. The results indicate the existence of complementarities for cases where firms combine their own R&D with research collaboration. No complementarities are found for cases where firms adopt both intramural and R&D outsourcing jointly. Additionally, a comparison of the factors driving choices on R&D reveals that the use of “innovation management practices” and the presence of “technological opportunities” relate more to the adoption of research collaboration than to the adoption of R&D outsourcing. These findings are relevant as they may explain the reported differences in the production of complementarities.

Suggested Citation

  • Abel Lucena, 2011. "The Organizational Designs of R&D Activities and their Performance Implications: Empirical Evidence for Spain," Industry and Innovation, Taylor & Francis Journals, vol. 18(2), pages 151-176.
  • Handle: RePEc:taf:indinn:v:18:y:2011:i:2:p:151-176 DOI: 10.1080/13662716.2011.541103

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    References listed on IDEAS

    1. Du, Jingshu & Leten, Bart & Vanhaverbeke, Wim, 2014. "Managing open innovation projects with science-based and market-based partners," Research Policy, Elsevier, vol. 43(5), pages 828-840.
    2. Joaquín M. Azagra-Caro & Dimitrios Pontikakis & Attila Varga, 2013. "Delocalization Patterns in University--Industry Interaction: Evidence from the Sixth R&D Framework Programme," European Planning Studies, Taylor & Francis Journals, vol. 21(10), pages 1676-1701, October.
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