Building Effective interorganizational relationships in multi-partner R&D collaborations: findings from a study of cross-sector R&D projects

Abstract

The paper reports key findings from the second quantitative phase of a 4-year study of cross-sector collaborative R&D projects, a form of interorganizational collaboration that is of increasing importance but which presents many management challenges. On the basis of preliminary qualitative research, a theoretical model was formulated to explain partner collaboration experience and perceived project success. This model and its associated hypotheses were empirically tested through a survey of R&D project leaders in Australia. Data from the achieved sample (n = 156, 51% response rate) were analysed using PLS Graph. The analysis provided support for the 3 main effects hypothesized in the model: (i) the more positive the partners' experience of the project, the more likely that the project would be seen to be successful, (ii) the higher the level of relational trust (i.e. in terms of contractual, competence and goodwill trust) amongst the partners in the project team, the more positive will be the partners' experience of the project, and (iii) the higher the level of project management competence in the project team, the more positive will be the partners' experience of the project. The theoretical, methodological and practical implications of the study findings for the field of interorganizational relations are discussed. It is concluded that there is considerable scope for further management research in this important area.