A Psychological Contract Perspective on R&D Alliance Projects: Learning from a Close-to-Failing Case

Matti Kaulio ()
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Matti Kaulio: Department of Industrial Economics and Management, Royal Institute of Technology, Stockholm, Postal: Department of Industrial Economics and Management, Royal Institute of Technology, SE-100 44 Stockholm, Sweden

No 2013/3, INDEK Working Paper Series from Royal Institute of Technology, Department of Industrial Economics and Management

Abstract: Abstract: The aim of this article is to illustrate how the process model for collaborative ventures (Ariño and de la Torre, 1998) and psychological contract theory could function as analytical frameworks for investigations of R&D alliance projects. To empirically illustrate this, we have used as example an analysis of a dyadic R&D alliance, which was close to failure. Findings reveal the following results: (i) that the process model for collaborative ventures is also valid for dyadic R&D alliance projects; (ii) that the concept of psychological contracts presents an alternative perspective when describing collaboration in R&D alliance projects; (iii) that critical incidents is a common denominator in both theoretical approaches; and (iv) that, in contrast to transactional contracts, relational psychological contracts relate to a successful outcome. The managerial implication of the study is that, either manifested as points for contract re-negotiation (process-oriented alliance theory) or as violations (psychological contract theory), critical incidents are vital to manage in order to secure a successful outcome of the alliance.

Keywords: Strategic Alliance; Outsourced R&D; Project Leadership; Qualitative Research (search for similar items in EconPapers)
JEL-codes: L24 O15 O32 (search for similar items in EconPapers)
Pages: 23 pages
Date: 2013-12-16
New Economics Papers: this item is included in nep-ino and nep-ppm
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Persistent link: https://EconPapers.repec.org/RePEc:hhs:kthind:2013_003

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