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Complementarity in R&D cooperation strategies

Listed author(s):
  • Belderbos René
  • Carree Martin
  • Lokshin Boris

    (METEOR)

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 ofcompetitor 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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File URL: http://digitalarchive.maastrichtuniversity.nl/fedora/objects/guid:74417eca-8afc-4d37-a2b8-bc82c3e775d1/datastreams/ASSET1/content
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Paper provided by Maastricht University, Maastricht Research School of Economics of Technology and Organization (METEOR) in its series Research Memorandum with number 013.

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Date of creation: 2006
Handle: RePEc:unm:umamet:2006013
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  1. Mohnen, Pierre & Roller, Lars-Hendrik, 2005. "Complementarities in innovation policy," European Economic Review, Elsevier, vol. 49(6), pages 1431-1450, August.
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  12. Arora, Ashish, 1996. "Testing for complementarities in reduced-form regressions: A note," Economics Letters, Elsevier, vol. 50(1), pages 51-55, January.
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  27. repec:dau:papers:123456789/13785 is not listed on IDEAS
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  33. Changqi Wu & K.C. Wei, 1998. "Cooperative R&D and the Value of the Firm," Review of Industrial Organization, Springer;The Industrial Organization Society, vol. 13(4), pages 425-446, August.
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