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The collaborating firm is a medium to large-scale company.
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Joint patenting is not necessarily the first choice for collaborating firms.
The purpose of this paper is to explain the reasons why collaborating firms "open their books" and share management accounting information.
We find that it seeks to: (1) align the project set-up with the firm's existing capabilities; and (2) reconcile differing agendas and capabilities in collaborating firms across the project ecology.
Given the significant savings that can be realized thanks to horizontal collaboration, the main interest of the potential collaborating firms is to figure out how the collaborating group should be formed and how stable alliances and coalitions should be generated.
Furthermore, given that the funding agency encourages collaboration, and particularly industry-science collaboration, we further test whether effects are enhanced in collaborating firms.
These pair-wise links involve a commitment of resources and lead to lower costs of production of the collaborating firms.
This chapter presents different forms of control for collaborating firms and illustrates how managers can select them effectively.
The second French Community Innovation Survey (CIS) indicates that 14% of R&D collaborating firms had to abandon or delay their innovation projects due to difficulties in their partnerships, an outcome which we term "cooperation failures".
Data suggest that the collaborating firms that specialize in a particular function have access to others in the systems performing complementary tasks and this creates a level playing field within the network.
It is worth considering the perspectives that the titans who lead the collaborating firms bring to this effort.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com