Strategic Research Partnerships: A Managerial Perspective

Hemphill, Thomas A.; Vonortas, Nicholas S.

doi:10.1080/0953732032000051145

Cited by 80 publications

(52 citation statements)

References 47 publications

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“…For Hemphill & Vonortas (2003), the different theoretical approaches that have been proposed to understand the collaborative processes can be summarized in two schools of thought: costs-based partnerships and strategies-based partnerships. The first school is supported on Game theory to analyze the behaviour of the parties involved, and the influence of the transaction costs and the power dominance of a part in the success and maintenance of alliances (Kogut, 1988).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Dimensions of scientific collaboration and its contribution to the academic research groups' scientific quality

Andrade¹,

López²,

Bonavía³

2009

Res. Eval.

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This article analyzes, under several dimensions, if collaboration contributes to the production of high quality scientific results. It examines the proportion of scientific quality (measured by impact and relevance) gained by ISI publications considering the presence of a particular form of collaboration. As an application case, this paper offers a micro-level analysis of the academic research groups (ARGs) of a technical university. Results indicate that there are positive and significant benefits in scientific quality, received by ARGs as product of the international and inter-sector collaboration, and in a broader sense, from the presence of the inter-institutional collaboration.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Dimensions of scientific collaboration and its contribution to the academic research groups' scientific quality

Andrade¹,

López²,

Bonavía³

2009

Res. Eval.

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“…Firms turning to partnerships as a means to address the challenges of innovation is a trend found in our survey and others (Cosner, 2010). Technology partnerships can have cost advantages (Hemphill & Vonortas, 2003) and strategic value (Mowery & Teece, 1996;Wessner, 2002) but add new challenges to managing projects (Stiglitz & Wallsten, 1999;Friend, 2006). These are all indications that management issues can be as important to the success of innovation as resources, technology, and markets.…”

Section: Project Management For Public-private Partnershipsmentioning

confidence: 92%

“…The main strategic guidance on partnerships from the DOE includes DOE-specific strategic plans DOE, 2011b) and CRADAs relies on a fairly passive announcement-application-review process. Private firms might seek out and court partners that meet their strategic interests (Hemphill & Vonortas, 2003;Hagedoorn, 1993), but the government is generally prohibited from such practices by competitive bidding rules. The relationship between partners is important for project success (Teece, 1992), but factors like cultural fit and complementary capabilities do not factor into the decision process until after the projects are selected.…”

Section: Current Process For Making Decisions About Energy Innovationmentioning

confidence: 99%

Transforming U.S. Energy Innovation

Anadón¹,

Bunn²,

Chan³

et al. 2014

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Our efforts have been greatly enriched by the time and the wisdom that our ERD3 Board has so generously provided over the course of this project.We also thank John P. Holdren and Kelly Sims Gallagher for their invaluable guidance and assistance in the early stages of this project; Henry Lee for his thoughtful feedback and helpful suggestions throughout the project; Gregory Nemet both for his feedback on the report and for sharing his time and knowledge so generously while he was with us as a visiting scholar from January through July The goal of the ERD3 project, which was funded by a generous grant from the Doris Duke Charitable Foundation, was to produce and to promote a comprehensive set of recommendations to help the U.S. administration accelerate the development and deployment of low-carbon energy technologies.The core members of the ERD3 project are: (a) to develop a methodology for assessing opportunities in energy research, development, and demonstration (ERD&D) investment, and to produce a set of comprehensive recommendations for the U.S. administration's investment in ERD&D; (b) to prepare an annual analysis of and set of recommendations for the Department of Energy's ERD&D budget, including, but not limited to, climate-change-related technologies; and (c) to understand the private sector's current role in the carrying out and funding of ERD&D, and in the drawing of conclusions about effective structures of public-private undertakings, areas of opportunity, and strategies for international cooperation in energy technology innovation.Over the past three years, the ERD3 project has worked to develop and to implement a methodology for designing an expanded portfolio of federal ERD&D activities; has investigated the role that the private sector and public-private partnerships play in energy innovation in the United States; has identified ways to improve the effectiveness of public energy innovation institutions; and has analyzed how the U.S. government could improve the effectiveness of its international collaboration efforts on energy innovation. This research was informed by interviews, surveys, modeling exercises, and literature reviews.In addition to this report, the members of the ERD3 project evaluated the U.S. federal annual spending on energy research, development, and demonstration. The project's assessments were released with policy recommendations on how the appropriations could be improved in order to better align with the national and global need to develop and to deploy clean energy technologies. This effort built on earlier efforts of the Energy Technology Innovation Policy (ETIP) group, which has been monitoring the federal ERD&D expenditures since 1978.The ERD3 project has benefitted from the advice of a distinguished Advisory Committee with members from academia, industry, and the nonprofit sector (listed below). This report contains the project's final analysis and recommendations on how to transform U.S. energy innovation. Bonifacio Garcia PorrasMember of the Cabinet EU Energy Commissi...

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“…At the firm level, R&D has been recognized as important input factor to industrial production and studies have shown that the impact of R&D on productivity is substantial (Griliches, 1986;Griliches and Mairesse, 1984;Hall and Mairesse, 1995;. The successful creation of new knowledge and hence firm performance, however, has also been shown to often depend on the firms' engagement in collaborative R&D that combines resources, exploits complementary know-how, and internalizes R&D externalities (Teece, 1992;Shan et al, 1994;Das et al, 1998;Baum et al, 2000;Rothaermel, 2001;Dussauge et al, 2002;Hemphill and Vonortas, 2003;Rothaermel and Deeds, 2004;Powell and Grodal, 2005;Sampson, 2007).…”

Section: Introductionmentioning

confidence: 99%

Collaborative R&D as a Strategy to Attenuate Financing Constraints

Czarnitzki

Hottenrott

2012

SSRN Journal

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Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar.Dis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW. Non-technical summaryUnderinvestment in research and development (R&D) due to financing constraints may result in a slowdown in productivity growth and consequently have particularly detrimental effects on technological progress, economic development and competitiveness. The question how firms encounter and deal with such constraints is a crucial one in economic analysis that has, however, received little attention so far.Firms may develop strategies to attenuate the constraint for instance by creating signals to lenders and investors, finding ways to reduce resource requirements and to exploit economies of scale and scope in R&D. We argue in this article that collaborative R&D may not only increase incentives for investing in R&D by alleviating market failures stemming from incomplete appropriability of returns to R&D investment, but it may also be beneficial with respect to market failures associated with the financing of R&D.R&D collaboration serves as such a quality signal to investors if the partner firm or institution possesses properties that increase the confidence with respect to successful projects outcomes.Being selected as desired collaboration partner is a quality signal in the sense that it is awarded by the partner. The partner is likely to be less prone to information asymmetries as he is engaged in related or complementary activities that allow a much more accurate assessment of the R&D project's value than one made by a financial institution, for instance.In addition to the signaling effect, collaboration may simply reduce the riskiness of the R&D endeavor by the realization of scope economies that also reduce the amount of funds that needs to be raised. Firms may for instance have an incentive to source (complementary) knowledge from collaboration partners, to reduce the resources needed to build-up that knowledge on their own. Since R&D often exhibits economies of scale it might well be that only a consortium of firms has the necessary resources both financially and physically to undertake the larger, more complex, and more expensive research projects and synergetic effects and risk pooling can broaden the research horizon of collaborating firms. Strategic R&D collaboration may thus be especially useful in the early stages of an R&D project, in particular in the research phase, when uncertainty and information asymmetries are high.Using firm-level panel data from the region of Flanders in Belgium and distinguishing between R&D and pure resear...

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Strategic Research Partnerships: A Managerial Perspective

Cited by 80 publications

References 47 publications

Dimensions of scientific collaboration and its contribution to the academic research groups' scientific quality

Dimensions of scientific collaboration and its contribution to the academic research groups' scientific quality

Transforming U.S. Energy Innovation

Collaborative R&D as a Strategy to Attenuate Financing Constraints

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