R&D CONSORTIA AS BOUNDARY ORGANISATIONS: MISALIGNMENT AND ASYMMETRY OF BOUNDARY MANAGEMENT

Omid Omidvar () and Roman Kislov ()
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Omid Omidvar: Coventry University Business School, Coventry University, Priory St, Coventry CV1 5FB, United Kingdom
Roman Kislov: Manchester Business School, University of Manchester, Oxford Rd, Manchester M13 9PL, United Kingdom

International Journal of Innovation Management (ijim), 2016, vol. 20, issue 02, 1-24

Abstract: The paper presents a qualitative multiple case study of three multilateral public–private R&D consortia representing different industrial sectors. Using the practice-based view as a theoretical lens, we explore the interplay between the deliberate and emergent practices of boundary management across the following three dimensions: (1) Boundary bridging focus; (2) boundary crossing arrangements; and (3) collaborative governance arrangements. Drawing on interviews, documentary analysis and observational data, we describe the misalignment between the deliberate and emergent aspects of boundary management, which can be caused by the funders’ reporting requirements, power differentials between collaborators and lack of contextual understanding. These factors, accompanied by path-dependency and confidentiality issues, may result in asymmetrical boundary management, whereby a selective focus on a specific boundary (or set of boundaries) combined with an unequal development of boundary bridges within the collaboration may lead to the crossing of some boundaries being prioritised at the expense of others.

Keywords: R&D consortia; boundaries; boundary organisations; boundary management; boundary organising; practice-based view; strategy; collaboration (search for similar items in EconPapers)
Date: 2016
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DOI: 10.1142/S1363919616500304

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