Governance of small consortia for innovation: a multiple-case study analysis

Abstract

The diffusion and importance of open and collaborative innovation are widely acknowledged. Generally, policy makers launch programs fostering collaboration without awareness of the factors surrounding the collaborations. Moreover, while linkages between two organisations (dyadic relationships) have been largely explored, collaborative innovation carried out through formal multi-party alliances such as consortia is less well-known. In particular, there is little literature about the role of the administrative committee (i.e., the joint steering committee managing the consortium) and its impact on governance. A multi-case analysis of three small consortia in their initial phases reveals which forms of governance matter, how they interplay with each other and explains the role and boundaries of the administrative committee.