Differences and similarities in managing technological collaborations in research, development and manufacturing: a case study

Abstract This case study is aimed at exploring the characteristics of technological collaborations (TC) in the different phases of the innovation process. While the literature widely discussed the motives for collaboration and the organizational forms that can be adopted, little is known on the role of the phase of the innovation process in the collaboration in shaping its original form. Empirical evidence from 18 in-depth case studies allows to highlight how TC in research, development and manufacturing intrinsically differ in terms of content, motivations and partners involved. We also argue that these characteristics lead to different organizational forms of collaboration, in terms of number of partners, contractual formalization, structure of control, time horizon and density of relationships. The most common organizational forms adopted, respectively, in research, development and manufacturing collaborations are discussed. Finally, we derive guidelines for managers that are facing decisions about external technology sourcing or are managing TC evolving from one phase of the innovation process to another.

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