Governance and performance in co-exploitation and co-exploration projects

Abstract

Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

Co-exploitation (or co-exploration) vs go it alone? The role of alliance learning capability on firm performance

“…Future studies should test the effects of combined measures of co-exploitation and co-exploitation along with exploitation and exploration to unveil the implications on firm performance of co-innovation strategies, as well as the interactions of the firm’s innovative direction at organizational and inter-organizational levels (Lee and Kim, 2019; Lin et al , 2007). Other lines of research may analyze the role of governance modes (Gesing et al , 2015; Solís-Molina et al , 2020), absorptive capacity (Zhang et al , 2020) and small businesses (Feng et al , 2019) at the inter-organizational level.…”

Ambidestreza organizacional en relaciones interorganizacionales

“…Sin embargo, los estudios previos no abordan las implicaciones que el tipo de gobierno pueda tener sobre el desempeño y la posible presencia de complementariedad o sustituibilidad entre el gobierno contractual e informal (e. g., Poppo y Zenger, 2002) en los proyectos de coexplotación o coexploración. Es decir que hay pocos estudios que examinen teórica y empíricamente las implicaciones que las elecciones de un tipo de gobierno u otro puedan tener sobre el desempeño dependiendo del carácter de innovación de los proyectos (e. g., Arranz y Arroyabe, 2012; Solís- Molina et al, 2020). Asimismo, son aún menos los estudios que abordan cuándo y por qué el gobierno contractual sustituye o complementa al gobierno informal (Solís- Molina et al, 2020;Woolthuis et al, 2005).…”

“…Es decir que hay pocos estudios que examinen teórica y empíricamente las implicaciones que las elecciones de un tipo de gobierno u otro puedan tener sobre el desempeño dependiendo del carácter de innovación de los proyectos (e. g., Arranz y Arroyabe, 2012; Solís- Molina et al, 2020). Asimismo, son aún menos los estudios que abordan cuándo y por qué el gobierno contractual sustituye o complementa al gobierno informal (Solís- Molina et al, 2020;Woolthuis et al, 2005).…”

Performance implications of organizational and interorganizational ambidexterity

“…That is, whether firms have collaborated with their partners before or not, or about the diversity of the knowledge bases of their partners (i.e., new, or old). Future studies should test moderating variables that help to improve the interaction between organizational and interorganizational ambidexterity in the short-and long-term such as absorptive capacity (Acevedo & Díaz-Molina, 2019;Patel, Terjesen, & Li, 2012), alliance capabilities (Kim et al, 2019;Russo and Vurro, 2019;Solís-Molina et al, 2022), and control mechanisms among others (Solís-Molina et al, 2020;Sun and Lo, 2014).…”