Managing collaborative R&D projects development of a practical management tool

  • View
    236

  • Download
    5

Embed Size (px)

Transcript

  • Da

    ash

    nee

    sed

    ingnhe

    research has identied a range of management success factors, little attention has been given to how such knowledge could be appliedin the everyday context of a collaborative project. Based on case studies by the authors involving the automotive and aerospace indus-

    collaboration between academia and industry, as a means on both this extensive body of knowledge and case study

    collaboration revealed a number of success factors whichare essentially generic, being applicable across a wide rangeof collaborative formats, e.g. strategic alliances, joint ven-tures, research consortia [46] and industry sectors, e.g.,biotechnology, pharmaceuticals, electronics, telecommuni-cations, information technology, automotive engineering,

    * Corresponding author. Address: International Manufacturing Centre(IMC), University of Warwick, Coventry, West Midlands CV4 7AL, UK.Tel.: +44 24 7652 3785.

    E-mail address: t.a.barnes@warwick.ac.uk (T.A. Barnes).1 Presently Professor of Manufacturing Processes at Nottingham

    University.

    International Journal of Project Mana

    INTERNATIONAL JOURNAL OFof improving innovation eciency and thereby enhancingwealth creation [1]. However, collaborations between oftendiverse organisations are dicult to manage [2] and the cul-tural dierences between academia and industry presentparticular diculties [3]. Thus, the contrast between anincreasing prevalence of universityindustry collaborativeR&D projects and equally prevalent reports of failure,has driven considerable research in the identication ofmanagement success factors [3,4].

    work. The framework tool is then tested through a furthercase study involving the food and drink industry.

    2. The current body of knowledge

    It has been suggested that the key to successful collabo-ration lies in the way in which they are managed [5]; a viewwhich is reected throughout the literature, in the identi-cation of a wide range of management success factors. Areview of published research concerning industryindustrytries, this paper reports on the development of a management tool designed to provide practical guidance on the eective management ofcollaborative R&D projects. 2006 Elsevier Ltd and IPMA. All rights reserved.

    Keywords: Universityindustry; Collaborative R&D; Success factors; Cultural gap; Partner evaluation; Project management; Good practice model;Management framework/tool

    1. Introduction

    Against a background of increasing international com-petition and rapid technological change, the UK govern-ment has, since the 1980s, been actively encouraging

    However, very little work has been done pertaining tohow this knowledge could be applied in practice, to bringabout improvements in collaboration management. Thispaper reports on the development of a framework for theeective management of collaborative R&D projects, basedManaging collaborative R&practical man

    T.A. Barnes *, I.R. P

    Warwick Manufacturing Group, School of Engi

    Received 19 November 2004; received in revi

    Abstract

    In an environment of globalisation, intense competition and ristaining technological growth. However, there are many diculties i0263-7863/$30.00 2006 Elsevier Ltd and IPMA. All rights reserved.doi:10.1016/j.ijproman.2006.03.003projects development of agement tool

    by 1, A.M. Gibbons

    ring, The University of Warwick, England, UK

    form 10 June 2005; accepted 20 March 2006

    R&D costs, collaboration has become an essential means of sus-rent in managing projects across organisational boundaries. While

    www.elsevier.com/locate/ijproman

    gement 24 (2006) 395404

    PROJECTMANAGEMENT

  • aerospace, and oil-exploration [3,5,7]. These success fac-tors can be categorised into a series of themes, Fig. 1. Forexample, Fig. 1 shows that the choice of partner themeincludes compatibility of culture and mode of operationas a success factor. Since incompatibilities between compa-nies often result in misunderstandings, suspicion and con-ict [7]. The theme referred to as universal success factorsdiers from the others in that it is less specic, consistingof factors such as exibility and commitment which areregarded as having an all-pervading inuence across all ele-ments and all stages of the life cycle of a collaborativeproject.

    By contrast, research concerning universityindustry col-laboration has concentrated primarily on the existence andeects of the so-called cultural gap [3]. The factors iden-tied included conicts over ownership of intellectual prop-erty (IP), academic freedom to publish, and dierences ofpriorities, time horizons and areas of research focus. How-ever, aside from the cultural issues, a UK study by Engi-neering and Physical Sciences Research Council (EPSRC)[8], revealed ndings that were similar to those reportedfor industryindustry collaborations, thus indicating thatan overlap existed between (management) factors aecting

    3. Case study research

    Warwick Manufacturing Group (WMG) has, since itsfoundation in 1980, established a substantial involvementin and a reputation for collaborative research with indus-try. Since the primary focus of this work is on collabora-tive R&D, six collaborative research projects involvingWMG and a number of industrial partners were thereforeselected for study as part of a multiple-case researchdesign.

    The study was designed to test the inuence that thesuccess factors identied in the literature had on theoutcome in each case. Five of the six case studies werepart of a large collaborative programme involvingWMG and some 25 companies from the automotiveindustry. These projects were therefore set-up in a verysimilar way, but were each perceived very dierently interms of success or failure, making them appropriatesubjects for studying the eects of management successfactors. The sixth case extended the study to the aero-space industry, providing an opportunity to investigatethe inuence of the management success factors acrosstwo dierent industries [9].

    menbjecsp

    proj

    cesiles

    tive mo

    nicarato

    ity

    r/debuti

    nm

    396 T.A. Barnes et al. / International Journal of Project Management 24 (2006) 395404the success of industryindustry collaborations and thoseof universityindustry collaborations.

    This suggests that good practice knowledge from bothelds can be combined into a comprehensive model forthe success of universityindustry collaborations. However,this hypothesis needed to be tested. A series of case studieswere therefore conducted in order to identify and classifyfactors found to aect the success of universityindustrytechnological collaborations.

    Choice of PartnerCompatibility of culture/mode of operationMutual understandingComplementaryexpertise/strengthsPast collaboration partnersHigh quality staffShared vision/strategic importanceComplementary aimsNo hidden agendasCollaborative experience

    Project ManagerProject management trainingDiplomacyTrack record & experience incollaborationMulti-functional experience

    Project ManageClearly defined oClearly defined reMutually agreed Realistic aimsAdequate resourDefined project mSimple collaboraRegular progressEffective commuEnsuring collabo

    Ensuring EqualMutual benefitEquality of poweEquality of contri

    Monitoring EnviroMarket needCorporate stabilityFig. 1. Management success factoIn each of the cases studied, project participants fromthe collaborating companies, academic researchers, andwhere applicable, any technical sta having direct involve-ment in the projects, were subject to questionnaire-struc-tured interviews. The interview data was supplementedby documentation in the form of minutes of progressmeetings, company records and direct observation of pro-ject progress meetings, in order to ensure adequate trian-gulation of evidence [10].

    ttives

    onsibilitiesect plan

    tones agreementnitoringtionrs deliver

    pendencyon

    ental Influences

    Universal Success FactorsMutual trustCommitment Good personal relationshipsCollaboration championContinuityLearningFlexibilityLeadershiprs identied from the literature.

  • 3.1. Data analysis

    The approach taken in organising and analysing the datawas to group responses pertaining to the same or similarissues into categories, allowing major themes to emergefrom the data collected. This technique proved eective inidentifying the main issues and patterns of similarities anddierences within and across cases [10,11]. For clarity, theanalysis concentrated on only the most frequently citedissues, which were assumed to be themost signicant, Fig. 1.

    3.2. Main ndings

    3.2.1. Identied similaritiesThe study revealed substantial commonality between

    management factors found to have an impact on collabo-ration success in the six cases, and the success factorsidentied in previous studies of industryindustry techno-logical collaborations, Fig. 2. The ndings therefore sup-port the hypothesis that factors found to inuence thesuccess of industryindustry collaborations also apply tothe universityindustry case. Furthermore, the study alsoprovided evidence of diculties associated with the acade-miaindustry cultural gap. It can therefore be con-cluded that while managing the academiaindustrycultural gap is important in universityindustry collabora-tions, success relies upon a much broader range of man-

    3.2.2. Identied dierences

    Fig. 2 also incorporates a number of success factorswhich were not found to have been critical to the successof the case study projects (those shown outside the shadedarea). This is to be expected since these success factors wereidentied from a wide range of research into a number ofdierent types of collaboration. While these managementsuccess factors are essentially generi