Abstract
In the era of open innovation, the choice of a cooperative strategy is one of the most significant factors determining the effectiveness of innovation activities. The authors investigate typical configurations of cooperative networks in Russian manufacturing, including the choice of partners, the role of spatial distance, and the duration of joint projects. Using the firm-level data (1324 in 2015 and 545 in 2018) the paper estimates the role of cooperation in the innovation outcomes in terms of innovation novelty and export capacity. The most common cooperative strategy is vertical cooperation that is the involvement of clients and suppliers in the process of innovation development. The geography of cooperation rarely extends beyond the region’s borders and is mostly of an irregular (short-term) nature. A small number of enterprises that engage in international cooperation tend to rely on long-term linkages with academia, which is a distinctive feature of the most innovative Russian companies, including also those involved in the creation and distribution of intellectual property.
Highlights
The most common cooperative strategy is vertical cooperation, which is the involvement of clients and suppliers in the process of innovative development
The results of two waves of the Monitoring of Russian Enterprises’ Innovation Activity survey (2015 and 2018), conducted by the Institute for Statistical Studies and Economics of Knowledge (ISSEK) of the Higher School of Economics (HSE) since 2009 in the framework of the HSE Basic Research Programme2 provided the empirical basis for this study
Companies interacting with the research and development (R&D) sector proactively generate, disseminate, and commercially apply new knowledge. They are the key technology market operators and the cornerstones of the innovation system. This is evidenced by their demand for the official protection of created intangible assets and involvement in intellectual property transfers, which are higher than the average for high- and mediumhigh technology manufacturing enterprises (Table 7)
Summary
Note: Black font highlights values that are beyong average (the last column), gray highlights values that are lower. Let us see what the differences are between innovatively active enterprises cooperating with R&D organizations and/or universities and those who neglect it. Companies interacting with the R&D sector proactively generate, disseminate, and commercially apply new knowledge They are the key technology market operators and the cornerstones of the innovation system. This is evidenced by their demand for the official protection of created intangible assets and involvement in intellectual property transfers, which are higher than the average for high- and mediumhigh technology manufacturing enterprises (Table 7). The conducted empirical analysis provided a comprehensive picture of Russian manufacturing enterprises’ cooperation strategies It demonstrated that enterprises’ ability to develop network cooperation determines the level of their innovative efforts (the capabilities to develop innovations that are new for the market) and their access to global value chains. A distinctive feature of the most innovative enterprises is the ability to establish close cooperation with R&D organizations and maintain long-term relationships
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