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Internal and external discipline: The effect of project leadership and government monitoring on the performance of publicly funded R&D consortia

Junichi Nishimura and Hiroyuki Okamuro

Research Policy, 2018, vol. 47, issue 5, 840-853

Abstract: R&D consortia have been regarded as an effective means of promoting innovation. Several R&D consortia obtain public financial support, which may affect their governance structure and performance. This study investigates the governance mechanisms of publicly funded R&D consortia and their effects on innovation performance. Few studies have empirically addressed the effect of project monitoring by the government or the role of project leadership in R&D consortia. Focusing on a major support program for R&D consortia in Japan and using a sample of 251 firms that participated in publicly funded R&D consortia from 2004 to 2009, we empirically confirm that to enhance firms’ innovation performance, both project leadership as internal discipline and government monitoring as external discipline matter. Our results show that project leadership directly improves firms’ innovation performance, while firms’ commitment indirectly affects performance. Project leadership and government monitoring also promote commitment. Furthermore, both factors are complementary: consortia members are more willing to accept a project leader’s coordination under stricter government monitoring.

Keywords: R&D consortia; Public subsidy; Leadership; Monitoring; Commitment (search for similar items in EconPapers)
JEL-codes: O31 O32 O38 (search for similar items in EconPapers)
Date: 2018
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Research Policy is currently edited by M. Bell, B. Martin, W.E. Steinmueller, A. Arora, M. Callon, M. Kenney, S. Kuhlmann, Keun Lee and F. Murray

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