Partnerships can be found in many areas of social and economic life. These arrangements have become particularly common in research and development activities where organizations increasingly look for partners to complement their own technological capabilities with a view to create innovative products and processes. R&D partnerships, however, are fraught with challenges because the conditions for creativity through cooperation are still not fully understood. Academic partnerships are also very common and offer a fertile ground for investigation. Academic cooperation takes many different forms and results in a wide range of outcomes (Laband and Tollison, 2000). One of the most visible outcomes is co-authored publications (Melin and Persson, 1996). Nowadays, there is extensive data available about both the context of these partnerships as well as the quality of their outcome. This paper explores the determinants of the gain for authors who cooperate through co-authorship in the publication of academic articles. We distinguish between short-term benefits (i.e. the increase in citations of the co-authored article relative to the authors’ previous publications) and the long-term ones (i.e. the increase in citations of articles subsequent to the co-authored piece). We find evidence that these benefits have different determinants for co-authors depending on their past experience. While co-authorship generally seems to benefit more the junior (younger and with a lower academic reputation) author, the senior partner can reduce the gap with a strong personal track record and co-authoring experience.
Co-development alliances are formed to create new capabilities (technologies, products, services, processes, etc.) that partner organizations need in order to reach their goals. They involve the combination of competencies, and other intangible assets. These alliances typically face a high level of risks in terms of undesired leakages of confidential knowledge or failure to achieve the expected development. Relational quality, an important consideration in all alliances, is particularly key. Without it, partners might not be open enough to combine their knowledge effectively with the partners’. This article proposes a framework for defining, assessing, and monitoring relational quality in co-development alliances.
The purpose of this paper is to propose a framework for the monitoring of new technology introduction in a B2B environment. We focus on B2B environments, i.e. on projects where a new technological solution is implemented (and often jointly developed) with a client being either a company or an organization. In such a situation, where a supplier and its client agree to implement a new technology, both are exposed to a risk. The management of these risks can be handled through a couple of approaches: control or trust. The management literature has put a lot of attention on these two modes that play an important role because they drive the quality of the relationship between partners. We will explore their respective roles and build a methodology to monitor them along the life of a buyer-supplier relationship aiming at implementing new technology.
In this article we report on the design, prototyping and results of a research effort aimed at identifying if and how trust affects the creativity of a partnership between two economic agents. The methodology combines an experiment and two questionnaires. The purpose of the research is to increase our understanding of trust and its impact on the outcome of cooperation, and to derive some guidance for economic actors, namely R&D managers and executives who want to build trustful innovation oriented relationships with their business partners. Specifically, we investigate the effect of trust on partners' creativity and willingness to invest financially in a joint development. Our results show that more trustful partners invest higher amounts in the alliance, while there seems to be an optimum amount of mutual trust between partners to maximize their joint creativity; if the level of mutual trust is below or above this threshold; their joint creativity seems to decrease.