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Complex joint R & D projects: From empirical evidence to managerial implications

Arranz, N and Fdez de Arroyabe, JC (2009) 'Complex joint R & D projects: From empirical evidence to managerial implications.' Complexity, 15 (1). 61 - 70. ISSN 1076-2787

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Abstract

At present, the role of joint R&D projects becomes fundamental for understanding the process of innovation. An extensive bibliography exists on the study of the organizations; however, the networks for the development of joint R&D projects themselves as a new form of organization are still a growing field of study. The aim of this article is to provide empirical evidence on joint R&D projects management. To approach this question the starting point will be that joint R&D projects are complex phenomena whose complexity derives from the heterogeneity of agents to take part, the technological process developed and from the organizational form that supports R&D projects. The empirical evidence through European R&D Programs shows the multidimensional character of the joint R&D project concept and allows analyze their different subsystems that is, technological, structural, and governance subsystem. This study not only offers a conceptual framework to help manage these projects, but also discusses practical guidelines that may be useful for its running and management. © 2009 Wiley Periodicals, Inc.

Item Type: Article
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculty of Social Sciences > Essex Business School
Faculty of Social Sciences > Essex Business School > Management Science and Entrepreneurship Group
Depositing User: Jim Jamieson
Date Deposited: 27 Jul 2017 12:37
Last Modified: 05 Jul 2019 13:15
URI: http://repository.essex.ac.uk/id/eprint/16075

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