Governance architectures for inter-organisational R&D collaboration

Ben Clegg, Mario Binder, Simon Chandler, John Edwards

Research output: Chapter in Book/Published conference outputChapter


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 languageEnglish
Title of host publicationProceedings of POMS 2010 - Operations in Emerging Economies
Publication statusPublished - 2010
Event21th Annual Conference of the Production and Operations Management Society - Operations in Emerging Economies - Vancouver, Canada
Duration: 7 May 201010 May 2010


Conference21th Annual Conference of the Production and Operations Management Society - Operations in Emerging Economies
Abbreviated titlePOMS 2010

Bibliographical note

© 2010 The authors


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


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