Openly accessible

Engaging in collaborative R&D : an international case study of cross-sector collaboration

Couchman, Paul K. and Fulop, Liz 2005, Engaging in collaborative R&D : an international case study of cross-sector collaboration, in APROS 11 2005 : Asia-Pacific Researchers in Organization Studies: 11th International Colloquium, Asia-Pacific Researchers in Organisation Studies, Melbourne, Vic., pp. 285-295.

Attached Files
Name Description MIMEType Size Downloads
couchman-engagingincollaborative-2005.pdf Published version application/pdf 89.97KB 16

Title Engaging in collaborative R&D : an international case study of cross-sector collaboration
Author(s) Couchman, Paul K.
Fulop, Liz
Conference name Asia-Pacific Researchers in Organization Studies. International Colloquium (11th : 2005 : Melbourne, Victoria)
Conference location Melbourne, Victoria
Conference dates 4-7 Dec. 2005
Title of proceedings APROS 11 2005 : Asia-Pacific Researchers in Organization Studies: 11th International Colloquium
Editor(s) Muetzelfeldt, Michael
Publication date 2005
Conference series Asia-Pacific Researchers in Organisation Studies Conference
Start page 285
End page 295
Publisher Asia-Pacific Researchers in Organisation Studies
Place of publication Melbourne, Vic.
Keyword(s) R&D collaboration
engagement
risk
trust
credible commitments
Summary This paper examines cross-sector engagement by drawing on a case study of a successful R&D project which involved an Australian Cooperative Research Centre (with CSIRO as a partner), and the eyecare products company Ciba Vision. This project resulted in the market launch of an extended wear contact lens, a break-through product. The engagement process moved through two phases. In an initiation phase, partner reputation and the potential for complementary resources were important in the partnering decision. In an engagement phase, the partners built a relationship and focused on the tasks to be completed. In doing so, they made a number of credible commitments to the venture (most notably to jointly assign project intellectual property between the public and private sector partners), developed a trusting relationship, adopted a disciplined and effective project management approach, learned the capability for cross-sector collaboration management, and put much effort into fostering communication to facilitate team building and the task focus. The management approach taken lead to a positive experience of the project among the partners, and this was positively associated with tangible project outcomes. Such collaborations may persist across projects, but in a disengagement phase negotiations on the conditions of exit may be required. It is concluded that to build a successful cross-sector collaboration requires interpersonal engagement within and across the organizations involved.
ISBN 192116638X
9781921166389
Language eng
Field of Research 150399 Business and Management not elsewhere classified
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category E1.1 Full written paper - refereed
Copyright notice ©2005, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30034929

Document type: Conference Paper
Collections: School of Management and Marketing
Open Access Collection
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.

Versions
Version Filter Type
Access Statistics: 48 Abstract Views, 16 File Downloads  -  Detailed Statistics
Created: Mon, 30 May 2011, 10:40:08 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.