Critical incidents in R&D alliances: Uncovering leadership roles
2009 (English)In: European Management Review, ISSN 1740-4754, Vol. 6, no 3, 195-205 p.Article in journal (Refereed) Published
What keeps an alliance leader awake during night' Past alliance research has contributed to our understanding of aspects such as motives for forming an alliance, initial conditions and the process of development. However, few studies have investigated challenges that alliance leaders face, as well as roles they adopt during the alliance life cycle. In this paper, we seek to investigate critical incidents that alliance leaders face in the execution of contract-based RD alliances. By using the Critical Incident Technique, 158 critical incidents have been collected and analyzed. Our findings show that, in terms of frequency of occurrence, managing informal relationships and alliance formation are the two dominant themes, followed by formal RD process, embeddedness, and exit. In addition, four crucial roles for managing an RD alliance are also suggested. These roles are Facilitating, Finishing, Ambassadoring, and Trustkeeping.
Place, publisher, year, edition, pages
2009. Vol. 6, no 3, 195-205 p.
Alliance process, Critical incident technique, Innovation, Leadership, Roles, Strategic alliance
Production Engineering, Human Work Science and Ergonomics
IdentifiersURN: urn:nbn:se:kth:diva-24096DOI: 10.1057/emr.2009.16ISI: 000208678300007ScopusID: 2-s2.0-70349216832OAI: oai:DiVA.org:kth-24096DiVA: diva2:343396
QC 201008132010-08-132010-08-132013-12-18Bibliographically approved