Collaboration and organizational learning: a study of a New Zealand collaborative research program

Article Abstract:

A study of the Technology for Business Growth (TBG) program and its effect on organizational learning in businesses in New Zealand reveals no changes in the positive attitude of managers towards R&D collaborations. The study indicates that most of the changes occur in the area of the participating companies' attitudes toward R&D project management, with most firms adopting the practices learned from the TBG application procedures. The results provide ample evidence that organizational learning in New Zealand has already taken place.

Joint-Venture Management, New Zealand, Technology

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Quantifying the private returns to collaborative research: the case of SEMATECH

Article Abstract:

A systematic approximation on the return of investments to members of the consortium is possible, as reflected in the study of SEMATECH. Consortium managers as well as member companies are urged to evaluate their investments in as much as collaboration is turning to be a common vehicle for research. Collaborative research efforts are being adopted by US firms as an organizational form conducive for conducting significant, advanced research endeavors.

Finance, Industrial research, Return on investment, Rate of return, Cooperative industrial research, Cooperative research

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Managing the boundaries of collaborative research: a contribution from cultural theory

Article Abstract:

Cultural theory can be utilized in the formulation of organizational structures for managing collaborative research initiatives between industries and universities. Cultural theory is able to achieve this goal by offering a framework by which the relationship between control and organizational structures and the cultural values inherent in the views and perspectives of academic researches can be better understood by their industrial counterparts.

Social aspects, Universities and colleges

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