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

The Organizational Designs of R&D Activities and their Performance Implications: Empirical... 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industry & Innovation Taylor & Francis

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

Industry & Innovation , Volume 18 (2): 26 – Feb 1, 2011
26 pages

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References (64)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1469-8390
eISSN
1366-2716
DOI
10.1080/13662716.2011.541103
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Industry & InnovationTaylor & Francis

Published: Feb 1, 2011

Keywords: R&D activities; organizational designs; complementarities; innovative performance; count-data-panel models

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