Abstract
The interorganizational cooperation, through joint efforts with various actors, allows the high-tech companies to complement resources, especially in R&D projects. Collaborative projects have been identified in many studies as an important strategy to produce complex products and services in uncertain and competitive environments. Thus, this research aims at deepening the understanding of how the development dynamics of a collaborative R&D project in an industry of high technology occur. In order to achieve the proposed objective, the R&D project of the first microcontroller in the Brazilian semiconductor industry was defined as the object of analysis. The empirical choice is justified by the uniqueness of the case, besides bringing a diversity of actors and a level of complementarity of resources that were significant to the success of the project. Given the motivation to know who the actors were and what the main forms of interorganizational coordination were used in this project, interviews were carried out and a questionnaire was also made, besides other documents related to the project. The results presented show a network of nine actors and their roles in the interorganizational collaboration process, as well as the forms of social and temporal overlapping, used in the coordination of collective efforts. Focusing on the mechanisms of temporal and social integration highlighted throughout the study, the inclusion of R&D projects in the typology for interorganizational projects is proposed in this paper, which was also proposed by Jones and Lichtenstein (2008).
Highlights
Inter-organizational cooperation – work performed jointly by different organizations – enables companies in the high-tech sector to access new features and complement existing resources, especially in research and development (R&D) projects
Interorganizational cooperation is referred to as collaborative projects and has been identified in numerous studies such as those of Jones et al (1997), Berggren et al (2001), Jones and Lichtenstein (2008), Saenz Perez-Bouvier (2014) and Conell, Kriz and Thorphe (2014) as an important strategic alternative to develop products and services in environments surrounded by uncertainty, complexity and competitiveness
The academic work of Dittrich and Duysters (2007) on Nokia, Dyer and Nabeoka (2000) on Toyota, Dodgson and Gann (2006) on P&G, highlight the importance of collaborative relationships in innovation processes. In this context, we highlight the work of Jones and Lichtenstein (2008), who detail the ways that various companies participating in a collaborative project coordinate the implementation of joint activities
Summary
Inter-organizational cooperation – work performed jointly by different organizations – enables companies in the high-tech sector to access new features and complement existing resources, especially in research and development (R&D) projects. In this context, we highlight the work of Jones and Lichtenstein (2008), who detail the ways that various companies participating in a collaborative project coordinate the implementation of joint activities This literature may suggest that, in the environment of high-tech industries, innovation is often the result of the collaborative exchange of information and resources with actors that are external to the company, which requires joint action between various agents. Contributing to this problem, we intend to deepen the understanding of how the dynamic of the development of a collaborative R&D project in a hightech industry occurs. In the third part of the article, we present the main results of the study and, the concluding remarks
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