Abstract
Interorganizational relationships have been acknowledged as engines of innovation. Collaboration often takes the form of interorganizational projects (IOPs) concerned with R&D and innovation activities, and a context where R&D IOPs are implemented is high-tech clusters. Notwithstanding the attention on local innovation, there are limited insights into the features, functioning, and impact of cluster-promoted formal mechanisms. This study provides an understanding of how cluster firms participate in cluster-promoted R&D IOPs and the main effects of their involvement in the development of technological and organizational resources. A case-study methodology is adopted to analyze the development process of the Apulia Space Project, implemented in the Aerospace Technological Cluster of the Apulia Region (Italy). The Resource Interaction Approach and 4R model are the frameworks of reference. The study shows that the cluster-promoted IOP represents a valuable organizational resource itself and its effectiveness is increased if its “project identity” embodies a strong “shared cluster identity”.
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