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Perspectives on the Determinants of Success in ATP-sponsored R&D Joint Ventures: The Views of Participants
Pages 249-258

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From page 249...
... . This analysis also suggests that the ATP is accelerating and improving the successful outcome of collaborative projects that are taking on higher risk and ~ Condensed version of forthcoming study by Jeffrey Dyer and Benjamin Powell, forthcoming, Perspectives on Success and the Determinants of Success in ATP-Sponsored R&D Joint Ventures: The Views of Participants in 18 Automobile Manufacturing Projects, GCR 00-803.
From page 250...
... To produce innovations, companies increasingly seek collaborative relationships to access complementary resources, capabilities, and knowledge outside the firm.2 The past two decades have witnessed an extraordinary increase in the number of inter-firm collaborations, i.e., alliances or joint ventures among firms. Indeed, Anand and Khanna observe that alliances have become one of the most important organizational forms, with more than 20,000 alliances reported in just the last two years.3 Despite their potential importance, inter-firm collaborations are difficult to manage.
From page 251...
... According to Ouchi and Bolton, intellectual property that is "pnvate property" can be effectively developed by private firms, whereas "public property," and, what they call, "leaky property" require collaborative arrangements.6 Ouchi and Bolton see university and government laboratories as well suited for developing public property, and inter-firm collaboration as a more effective means of producing leaky property because single firms acting alone will not be willing to do it due to risk and difficulties in appropriating sufficient benefits. Ouchi and Bolton argue that without sufficient inter-firm collaboration soci ety will fail to provide an adequate level of leaky property, and, as a consequence, the nation will be at a disadvantage relative to other nations in international competition.
From page 252...
... Each of them had invested $5 million or more, with approximately half of the funding provided by the ATP. Five of the joint ventures were funded in ATP General Competitions, open to all technologies, and 13 were funded in ATP Focused Competitions where automotive manufacturing was the area of focus.
From page 253...
... Not surprisingly, companies tend to equate joint venture success with benefits to themselves, but even similar benefits can translate into different levels of perceived success because of different weightings. Our analysis of success from the perspective of participants suggests that companies in R&D joint ventures apply similar criteria but different weightings in assessing joint venture success.
From page 254...
... lower coordination costs among participants are shown in the center of the figure, together with "trust," which is closely linked to information sharing. These are the key mechanisms through which the five factors influence success.
From page 255...
... (Findings, however, also suggest that the ATP program facilitates the development of relationships among direct competitors beyond what they otherwise would have been, which may be considered a positive influence on this otherwise negatively perceived factor.) Consortium Size and Proximity Increasing consortium size is negatively associated with trust building and positively associated with the higher coordination costs, a negative effect.
From page 256...
... The interviews revealed another potential role for ATP in the seeding of joint ventures, that is, carrying them through particularly difficult periods in their life cycles. According to one participant, a major joint venture would not have survived without ATP's funding.
From page 257...
... We found that participants stressed four factors prior experience, number of direct competitors, number of participants, and personnel stability that affect knowledge sharing and coordination costs in managing the joint ventures. More specifically, we found that: · Joint ventures where the participating firms have had prior collaborative experience with other joint venture members are more successful.
From page 258...
... Alliance Capability, Stock Market Response, and Long Term Alliance Success. Paper presented at Academy of Management Conference, Toronto.


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