This article discusses the importance of collaboration with suppliers and partners during research and development (R&D) technology projects. It details how this can be accomplished using the collaborative enterprise governance (CEG) concept to manage a technology project. CEG is based on the premise that parts of companies work with parts of other companies, which are reconfigured on dynamic bases according to a variety of different internal and external factors. This article presents an overview of the founding literature, the CEG and its methodology, and examples based at Jaguar Land Rover in the UK. CEG has been used here to explain why some technology projects have succeeded while others have done less well. This article concludes by offering new propositions, inducted through grounded theory, relating to the successful management of R&D projects, which should be picked up by future research studies in the area.
Bibliographical noteThis is an Author's Accepted Manuscript of an article published in Clegg, B., Chandler, S., Binder, M., & Edwards, J. (2012). Governing inter-organisational R&D supplier collaborations: a study at Jaguar Land Rover. Production planning and control, 24(8-9), 818-836. Production planning and control 2013 © Taylor & Francis, available online at: http://www.tandfonline.com/10.1080/09537287.2012.666873
- research and development
- technology projects
- enterprise governance
- supplier management
Clegg, B., Chandler, S., Binder, M., & Edwards, J. (2013). Governing inter-organisational R&D supplier collaborations: a study at Jaguar Land Rover. Production Planning and Control, 24(8-9), 818-836. https://doi.org/10.1080/09537287.2012.666873