Governance architectures for inter-organisational R&D collaboration

Ben Clegg; Mario Binder; Simon Chandler; John Edwards

Governance architectures for inter-organisational R&D collaboration

Ben Clegg, Mario Binder, Simon Chandler, John Edwards

Operations & Information Management

Research output: Chapter in Book/Published conference output › Chapter

Abstract

Inter-organizational relationships are becoming an increasingly important source of competitive advantage and innovation. This study looks at these
relationships in the context of inter-organizational R&D collaborations in the European automotive industry. Previous work led to the proposal of a
competence-based portfolio framework that explains the design of the inter-organizational architecture and an indicative relationship strategy. This
framework comprises four distinct types of governance architecture and relationship strategy. This paper reports on the first confirmatory transfer
study, conducted at Jaguar Land Rover, in the UK. The study illustrates developmental paths and patterns in the evolution of inter-organizational
relationships using empirical insights. Their configuration and dynamic evolution is contingent upon the ‘engageability’ of the partner companies’
competences based on their attractiveness, transferability and maturity. The study shows that the contingency framework is transferable and
practically useful, as well as yielding further practical narrative about inter-organizational practice.

Original language	English
Title of host publication	Proceedings of POMS 2010 - Operations in Emerging Economies
Publication status	Published - 2010
Event	21th Annual Conference of the Production and Operations Management Society - Operations in Emerging Economies - Vancouver, Canada Duration: 7 May 2010 → 10 May 2010

Conference

Conference	21th Annual Conference of the Production and Operations Management Society - Operations in Emerging Economies
Abbreviated title	POMS 2010
Country/Territory	Canada
City	Vancouver
Period	7/05/10 → 10/05/10

Bibliographical note

Keywords

inter-organizational governance
portfolio model
framework
contingency
innovation
enterprise management
R&D collaboration

Access to Document

GOVERNANCE ARCHITECTURES FOR INTER-ORGANIZATIONAL R&D COLLABORATION
© 2010 The authors
Accepted author manuscript, 179 KB

Cite this

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title = "Governance architectures for inter-organisational R&D collaboration",

abstract = "Inter-organizational relationships are becoming an increasingly important source of competitive advantage and innovation. This study looks at theserelationships in the context of inter-organizational R&D collaborations in the European automotive industry. Previous work led to the proposal of acompetence-based portfolio framework that explains the design of the inter-organizational architecture and an indicative relationship strategy. Thisframework comprises four distinct types of governance architecture and relationship strategy. This paper reports on the first confirmatory transferstudy, conducted at Jaguar Land Rover, in the UK. The study illustrates developmental paths and patterns in the evolution of inter-organizationalrelationships using empirical insights. Their configuration and dynamic evolution is contingent upon the {\textquoteleft}engageability{\textquoteright} of the partner companies{\textquoteright}competences based on their attractiveness, transferability and maturity. The study shows that the contingency framework is transferable andpractically useful, as well as yielding further practical narrative about inter-organizational practice.",

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AU - Clegg, Ben

AU - Binder, Mario

AU - Chandler, Simon

AU - Edwards, John

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AB - Inter-organizational relationships are becoming an increasingly important source of competitive advantage and innovation. This study looks at theserelationships in the context of inter-organizational R&D collaborations in the European automotive industry. Previous work led to the proposal of acompetence-based portfolio framework that explains the design of the inter-organizational architecture and an indicative relationship strategy. Thisframework comprises four distinct types of governance architecture and relationship strategy. This paper reports on the first confirmatory transferstudy, conducted at Jaguar Land Rover, in the UK. The study illustrates developmental paths and patterns in the evolution of inter-organizationalrelationships using empirical insights. Their configuration and dynamic evolution is contingent upon the ‘engageability’ of the partner companies’competences based on their attractiveness, transferability and maturity. The study shows that the contingency framework is transferable andpractically useful, as well as yielding further practical narrative about inter-organizational practice.

KW - inter-organizational governance

KW - portfolio model

KW - framework

KW - contingency

KW - innovation

KW - enterprise management

KW - R&D collaboration

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M3 - Chapter

BT - Proceedings of POMS 2010 - Operations in Emerging Economies

T2 - 21th Annual Conference of the Production and Operations Management Society - Operations in Emerging Economies

Y2 - 7 May 2010 through 10 May 2010

ER -

Governance architectures for inter-organisational R&D collaboration

Abstract

Conference

Bibliographical note

Keywords

Access to Document

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