Science has been said to be both a highlycompetitive and highly cooperative af-fair (Hull, 1988: 286). Scientists form in-formal alliances, use each other’s re-search results, and disseminate theirown results through scientific interac-tion. Cooperation between rivals in thefield of research and development workhas been studied by management scien-tists (e.g.,von Hippel, 1987; Sinha C Dickson, 1996;Teichert, 1997). Their interest has fo-cused on predicting the success of jointresearch ventures or informal know-howtrading, using quantitative cost-benefitmodels. Their conclusions stress impor-tant factors for starting a collaboration,such as the observation that “comple-mentary skills and resources appear tobe the most important factor influenc-ing a firm’s decision to participate in ajoint research venture” (Sinha &Cusumano, 1991:1098). These studiesare based on interviews with the man-agement staff only. The interactions be-tween the collaborators or rivals are notdescribed or analyzed.Previous studies on research collabo-ration have examined questions, suchas, how one can measure research col-laboration, what factors or sources en-courage the formation of research col-laborations, and what kind of effectsdoes collaboration have on productivityand on the impact of joint research (Katz& Martin, 1997). Multiple-author publi-cations (e.g., Meadows & O’Connor,1971), physical proximity of collabora-tors (e.g., Kraut
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