Types and traps: R&D consortia and developmental pitfalls

Pinto, Pablo E., Hine, Damian and Knights, Peter (2011). Types and traps: R&D consortia and developmental pitfalls. In: DRUID Society Conference 2011. DRUID Society Conference 2011 on Innovation, Strategy and Structure - Organizations, Institutions, Systems and Regions, Copenhagen, Denmark, (). 15-17 June 2011.

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DRUID_conference2011_Pinto_Hine_Knights.pdf Conference Paper application/pdf 252.38KB 116
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Author Pinto, Pablo E.
Hine, Damian
Knights, Peter
Title of paper Types and traps: R&D consortia and developmental pitfalls
Conference name DRUID Society Conference 2011 on Innovation, Strategy and Structure - Organizations, Institutions, Systems and Regions
Conference location Copenhagen, Denmark
Conference dates 15-17 June 2011
Proceedings title DRUID Society Conference 2011
Place of Publication Copenhagen, Denmark
Publisher DRUID Society
Publication Year 2011
Sub-type Fully published paper
Volume Paper ID: 74
Total pages 23
Collection year 2012
Language eng
Formatted Abstract/Summary
Managing innovation requires two distinctive sets of organizational abilities: the ability to push the
technological frontier and create new knowledge, and the ability to refine existing technologies and deliver
products into market. While both are essential to survival, they are generally seen as conflicting strategies. In
this conceptual paper, we focus on R&D collaboration as a strategy to solve the dilemma of exploration and
exploitation. We suggest that cooperative R&D organizations are distinguishable by their initial strategic intent,
to either explore new knowledge or exploit existing capabilities, but face similar tensions described in individual
organizations when attempting to simultaneously pursue high levels of both activities. Cooperative R&D bodies
are, hence, a unique sampling frame. Like individual firms, cooperative R&D organizations suffer similar
pressures in moving innovations from lab to market. But differently, they add a political dimension: to
successfully operate, managers must champion innovations against different organizational systems, strategic
contexts and time horizons. We suggest that managers are called upon not only to reconcile conflicting
expectations of member companies; they are also looked to for creating organizational linkages to support
multiple structures, and strategies. Otherwise, we risk observing a plethora of organizations getting stuck in the
of local peaks.
Keyword Exploration and exploitation
Spatial separation
R&D consortia
Innovation and change
Q-Index Code E1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Conference Paper
Collections: Official 2012 Collection
UQ Business School Publications
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Created: Mon, 26 Mar 2012, 11:08:29 EST by Karen Morgan on behalf of UQ Business School