Despite the growing popularity of new product development across organizational boundaries, the processes, mechanisms, or dynamics that leverage performance in interorganizational (I-O) product development teams are not well understood. Such teams are staffed with individuals drawn from the partnering firms and are relied on to develop successful new products while at the same time enhancing mutual learning and reducing development time. However, these collaborations can encounter difficulties when partners from different corporate cultures and thought worlds must coordinate and depend on one another and often lead to disappointing performance. To facilitate collaboration, the creation of a safe, supportive, challenging, and engaging environment is particularly important for enabling productive collaborative I-O teamwork and is essential for learning and time efficient product development. This research develops and tests a model of proposed factors to increase both learning and time efficiency on I-O new product teams. It is argued that specific behaviors (caring), beliefs (psychological safety), task-related processes (shared problem solving), and governance mechanisms (clear management direction) create a positive climate that increases learning and time efficiency on I-O teams. Results of an empirical study of 50 collaborative new product development projects indicate that (1) shared problem solving and caring behavior support both learning and time efficiency on I-O teams, (2) team psychological safety is positively related to learning, (3) management direction is positively associated with time efficiency, and (4) shared problem solving is more strongly related to both performance dimensions than are the other factors. The factors supporting time efficiency are slightly different from those that foster learning. The relative importance of these factors also differs considerably for both performance aspects. Overall, this study contributes to a better understanding of the factors that facilitate a favorable environment for productive collaboration on I-O teams, which go beyond contracts or top-management supervision. Establishing such an environment can help to balance management concerns and promote the success of I-O teams. The significance of the results is elevated by the fragility of collaborative ventures and their potential for failure, when firms with different organizational cultures, thought worlds, objectives, and intentions increasingly decide to work across organizational boundaries for the development of new products.

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Haggling over rights to potential inventions can be a major roadblock to successful university-industry (UI) collaborations. Yet such collaborations are critical for innovation in science-based industries. This study examines the roles of universities' intellectual property (IP) policies and of shared governance for trust formation between academe and industry. The study also examines how UI champions moderate this process and how trust between university and industry partners affects UI collaboration outcomes. The analysis of survey data of 105 recent UI collaborations in the U.S. biotechnology industry indicates that the flexibility and transparency of university IP policies and shared governance by UI partners are both positively related to trust formation. The activities of UI champions amplify the positive effects of shared governance and at the same time reduce the importance of university IP policies for trust formation between UI partners. The amount of trust between partners is positively related to knowledge transfer and innovation performance. The findings suggest that despite widely reported industry concerns over the control of IP, UI research partners can develop a trustful environment and thereby plant the seeds for a successful collaboration. In order to enhance trust, companies should not only consider university IP policies, but also need to actively engage in shared governance with university partners. UI collaboration champions can help shift the attention of company managers from formal rules set by university IP policies toward shared project planning, coordination, and implementation with university partners.

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