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

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

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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.

Item Type: Article
Uncontrolled Keywords: R&D projects management; complexity; R&D networks; technological; structural and governance subsystem; managerial implications
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculty of Social Sciences
Faculty of Social Sciences > Essex Business School
SWORD Depositor: Elements
Depositing User: Elements
Date Deposited: 27 Jul 2017 12:37
Last Modified: 15 Jan 2022 01:02

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