The Organizational Design of R&D Activities and their Performance Implications: Empirical Evidence for Spain

Industry and Innovation

38 Pages Posted: 21 Aug 2009 Last revised: 20 Dec 2013

See all articles by Abel Lucena

Abel Lucena

University of the Balearic Islands, and CREB

Date Written: May 23, 2009

Abstract

Through a rich panel of Spanish manufacturing companies, this study examines the hypothesis that the formation of inter-organizational complementarities in R&D depends on the type of alliance chosen by a firm to leverage its own R&D. To test this hypothesis, the study compares the capacity of different organizational designs of internal and external R&D activities to produce complementarities. The results indicate the existence of complementarities for cases where firms combine their own R&D with research collaboration. No complementarities are found for cases where firms adopt both intramural and R&D outsourcing jointly. Additionally, a comparison of the factors driving choices on R&D reveals that the use of “innovation management practices” and the presence of “technological opportunities” relate more to the adoption of research collaboration than to the adoption of R&D outsourcing. These findings are relevant as they may explain the reported differences in the production of complementarities.

Keywords: R&D activities, organizational designs, complementarities, innovative performance, count data panel models

JEL Classification: D21, L21, O32

Suggested Citation

Lucena, Abel, The Organizational Design of R&D Activities and their Performance Implications: Empirical Evidence for Spain (May 23, 2009). Industry and Innovation , Available at SSRN: https://ssrn.com/abstract=1458239

Abel Lucena (Contact Author)

University of the Balearic Islands, and CREB ( email )

Crtra. Valldemossa, km 7.5
Palma de Mallorca, Illles Balears 07122
Spain
34 971 17 20 03 (Phone)
34 971 17 23 89 (Fax)

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