Collaboration in Multi-Partner R&D Projects: The Impact of Partnering Scale and Scope
How can firms design collaboration structures for effective performance in R&D projects that involve multiple partners? To address this question, we examine the theoretical underpinnings of collaboration structures in multi-partner R&D projects—i.e., the scale and the scope of partnering eff...
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| Published in | Journal of operations management Vol. 33-34; no. 1; pp. 1 - 14 |
|---|---|
| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Chicago
Elsevier B.V
01.01.2015
Wiley Subscription Services, Inc |
| Subjects | |
| Online Access | Get full text |
| ISSN | 0272-6963 1873-1317 |
| DOI | 10.1016/j.jom.2014.09.008 |
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| Abstract | How can firms design collaboration structures for effective performance in R&D projects that involve multiple partners? To address this question, we examine the theoretical underpinnings of collaboration structures in multi-partner R&D projects—i.e., the scale and the scope of partnering efforts. Partnering scale captures the extent of resource interdependencies between a firm and its partners; partnering scope captures both the breadth and depth of the interdependencies between a firm and its partners. Using primary data from 147 multi-partner R&D projects, we develop and test hypotheses that examine the impact of partnering scale and scope decisions on partnering performance. Results indicate that partnering scale has a curvilinear relationship with partnering performance. That is, intermediate levels of partnering scale are associated with higher partnering performance, compared to low or high levels of partnering scale. However, we also find that the nature of this relationship is moderated by the sub-dimensions of partnering scope. Specifically, increase in partnering breadth appears to magnify the negative effect of partnering scale on performance. In contrast, increase in partnering depth appears to overcome this negative effect, allowing firms to operate at higher levels of partnering scale. Taken together, these results highlight the importance of adopting a comprehensive approach to designing collaboration structures for multi-partner R&D projects. |
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| AbstractList | How can firms design collaboration structures for effective performance in R&D projects that involve multiple partners? To address this question, we examine the theoretical underpinnings of collaboration structures in multi‐partner R&D projects—i.e., the scale and the scope of partnering efforts. Partnering scale captures the extent of resource interdependencies between a firm and its partners; partnering scope captures both the breadth and depth of the interdependencies between a firm and its partners. Using primary data from 147 multi‐partner R&D projects, we develop and test hypotheses that examine the impact of partnering scale and scope decisions on partnering performance. Results indicate that partnering scale has a curvilinear relationship with partnering performance. That is, intermediate levels of partnering scale are associated with higher partnering performance, compared to low or high levels of partnering scale. However, we also find that the nature of this relationship is moderated by the sub‐dimensions of partnering scope. Specifically, increase in partnering breadth appears to magnify the negative effect of partnering scale on performance. In contrast, increase in partnering depth appears to overcome this negative effect, allowing firms to operate at higher levels of partnering scale. Taken together, these results highlight the importance of adopting a comprehensive approach to designing collaboration structures for multi‐partner R&D projects. |
| Author | MacCormack, Alan Chandrasekaran, Aravind Mishra, Anant |
| Author_xml | – sequence: 1 givenname: Anant surname: Mishra fullname: Mishra, Anant organization: School of Business, George Mason University – sequence: 2 givenname: Aravind surname: Chandrasekaran fullname: Chandrasekaran, Aravind email: chandrasekaran.24@osu.edu organization: Fisher College of Business, The Ohio State University – sequence: 3 givenname: Alan surname: MacCormack fullname: MacCormack, Alan organization: Harvard Business School |
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| Keywords | New Product Development Partnering Scale and Scope Multi-Partner R&D Projects Empirical Research Collaboration Structures |
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| Snippet | How can firms design collaboration structures for effective performance in R&D projects that involve multiple partners? To address this question, we examine... |
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| SubjectTerms | Collaboration Collaboration Structures Decision analysis Decisions Empirical Research Hypotheses Level (quantity) Multi-Partner R&D Projects New Product Development Operations management Partnering Partnering Scale and Scope R&D Research & development Studies |
| Title | Collaboration in Multi-Partner R&D Projects: The Impact of Partnering Scale and Scope |
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