 The Organizational Designs of R&D Activities and their Performance Implications: Empirical Evidence for SpainAbel Lucena Industry and Innovation, 2011, vol. 18, issue 2, 151-176 Abstract: Through a rich panel of Spanish manufacturing companies, this study examines the hypothesis that the formation of inter-organizational complementarities in R&D depends on the type of alliance chosen by a firm to leverage its own R&D. To test this hypothesis, the study compares the capacity of different organizational designs of internal and external R&D activities to produce complementarities. The results indicate the existence of complementarities for cases where firms combine their own R&D with research collaboration. No complementarities are found for cases where firms adopt both intramural and R&D outsourcing jointly. Additionally, a comparison of the factors driving choices on R&D reveals that the use of “innovation management practices” and the presence of “technological opportunities” relate more to the adoption of research collaboration than to the adoption of R&D outsourcing. These findings are relevant as they may explain the reported differences in the production of complementarities. Keywords: R&D activities; organizational designs; complementarities; innovative performance; count-data-panel models (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:indinn:v:18:y:2011:i:2:p:151-176 Ordering information: This journal article can be ordered from DOI: 10.1080/13662716.2011.541103 Access Statistics for this article Industry and Innovation is currently edited by Associate Professor Mark Lorenzen More articles in Industry and Innovation from Taylor & Francis Journals |
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