Conditionally-mediated effects of scale in collaborative R&amp;D

Spanos, Yiannis E.

doi:10.1007/s10961-011-9218-7

Cited by 4 publications

(3 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The dimension of the projects poses several challenges for its management. Hence, it is not likely that all the staff from two partners ever meet in the project, as it was concluded for another similar project [6] [7] [5].…”

Section: Issues Of Huge Collaborative Projectsmentioning

confidence: 99%

On the Use of Hackathons to Enhance Collaboration in Large Collaborative Projects : - A Preliminary Case Study of the MegaM@Rt2 EU Project -

Sadovykh

Truşcan

Pierini

et al. 2019

2019 Design, Automation &Amp; Test in Europe Conference &Amp; Exhibition (DATE)

View full text Add to dashboard Cite

In this paper, we present the MegaM@Rt2 ECSEL project and discuss in details our approach for fostering collaboration in this project. We choose to use an internal hackathon approach that focuses on technical collaboration between case study owners and tool/method providers. The novelty of the approach is that we organize the technical workshop at our regular project progress meetings as a challenge-based contest involving all partners in the project. Case study partners submit their challenges related to the project goals and their use cases in advance. These challenges are concise enough to be experimented within approximately 4 hours. Teams are then formed to address those challenges. The teams include tool/method providers, case study owners and researchers/developers from other consortium members. On the hackathon day, partners work together to come with results addressing the challenges that are both interesting to encourage collaboration and convincing to continue further deeper investigations. Obtained results demonstrate that the hackathon approach stimulated knowledge exchanges among project partners and triggered new collaborations, notably between tool providers and use case owners.

show abstract

Section: Issues Of Huge Collaborative Projectsmentioning

confidence: 99%

On the Use of Hackathons to Enhance Collaboration in Large Collaborative Projects : - A Preliminary Case Study of the MegaM@Rt2 EU Project -

Sadovykh

Truşcan

Pierini

et al. 2019

2019 Design, Automation &Amp; Test in Europe Conference &Amp; Exhibition (DATE)

View full text Add to dashboard Cite

show abstract

“…"The general picture emerging is that increasing scale, as it interacts with various dimensions of project uncertainty and scope, tends to lower the positive effect of resource complementarity and learning, and to magnify the negative effect of transaction costs [8]." Spanos suggest that the "cognitive distance among partners" -a concept established by Nooteboom -explains the surprising observation.…”

Section: State Of the Artmentioning

confidence: 99%

“…"Cognitive distance poses both a problem and an opportunity for collaboration, in that a large distance provides the potential for novelty and creativity (i.e. to learn something new) but at the same time makes understanding more difficult between the parties involved [6,8]." In general, for multipartner projects with lots of insecurity or undecided objectives, the cognitive distance might make more problems than opportunities.…”

Section: State Of the Artmentioning

confidence: 99%

On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

Widforss

Rosqvist

2015

2015 IEEE International Conference on Engineering, Technology and Innovation/ International Technology Management Conference (I

View full text Add to dashboard Cite

Research projects in the engineering domain are often performed in partnership between academia and industry. Some kinds of funding presuppose a specific blend and participation of different partners in the projects. The initiator of a project, the prospective consortium leader, thus has to take on board a selection of organisations to meet the requirements from the funding programme or funding body. One usual way is to ask "old friends", partners you know from previous collaboration, but sometimes it is not sufficient to get a well-balanced consortium with sufficient competence and/or country representation. On the European level, there are many attempts to help proposers to build a consortium, often named "brokerage events", "proposer´s days" or the like. These often seem to encourage large consortia, both in principle and in practice. Large consortia can possibly help to be more complementary and well balanced, but there is no evidence that the quality of the project performance or result is better.The encouraged process can be described as a "snowball" method. New partners arrive more or less spontaneously, and in their turn bring more partners to the consortium. Often, groups of partners who already know one another tend to join a developing consortium cluster-wise, either by country or by research or competence area. From the funding programme or funding body, consortia are also encouraged to merge with one another, which gives the process of building a consortium another level of complexity. An advantage of this model can be that partners with previous experience join the consortium, group-wise. An opposite approach is to be open, but to stay in control of the consortium-building process. This can be done by giving successive tasks and instructions to the interested partners, without any promises, and just successively incorporating new partners in the consortium. This strategy is a structured semi-open selection process for the consortium, paired with the development of the proposal.We state the hypothesis that the "standard" mechanisms might lead to large consortia, loss of control and possibly bad performance, and that a more restricted method can lead to sufficiently sized consortia, help the consortium leader to keep control, and possibly lead to better quality of performance. To learn more about this, we have interviewed a number of experienced project managers to find out how they perform consortium-building in practice. We have also been interested in learning more about how they examine new research partners before inviting them to a research cooperation proposal or project.

show abstract

Clarifying the scaling concept: A review, definition, and measure of scaling performance and an elaborate agenda for future research

Palmié

Parida

Fijałkowska-Mader

et al. 2023

Journal of Business Research

View full text Add to dashboard Cite

Conditionally-mediated effects of scale in collaborative R&D

Cited by 4 publications

References 41 publications

On the Use of Hackathons to Enhance Collaboration in Large Collaborative Projects : - A Preliminary Case Study of the MegaM@Rt2 EU Project -

On the Use of Hackathons to Enhance Collaboration in Large Collaborative Projects : - A Preliminary Case Study of the MegaM@Rt2 EU Project -

On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

Clarifying the scaling concept: A review, definition, and measure of scaling performance and an elaborate agenda for future research

Contact Info

Product

Resources

About