Complex joint R&D projects: From empirical evidence to managerial implications

At present, the role of joint R&D projects becomes fundamental for understanding the process of innovation. An extensive bibliography exists on the study of the organizations; however, the networks for the development of joint R&D projects themselves as a new form of organization are still a growing field of study. The aim of this article is to provide empirical evidence on joint R&D projects management. To approach this question the starting point will be that joint R&D projects are complex phenomena whose complexity derives from the heterogeneity of agents to take part, the technological process developed and from the organizational form that supports R&D projects. The empirical evidence through European R&D Programs shows the multidimensional character of the joint R&D project concept and allows analyze their different subsystems that is, technological, structural, and governance subsystem. This study not only offers a conceptual framework to help manage these projects, but also discusses practical guidelines that may be useful for its running and management. © 2009 Wiley Periodicals, Inc. Complexity, 2009