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Managing and Designing Dyadic R&D Collaboration JUHO YLIMÄKI Managing and Designing Dyadic R&D Collaboration ACTA WASAENSIA 337 BUSINESS ADMINISTRATION 137 MANAGEMENT AND ORGANIZATION Reviewers Professor Kirsimarja Blomqvist Strategy, Management & Accounting LUT School of Business and Management P.O. Box 20 FI-53851 Lappeenranta Finland Associate Professor Sara Thorgren Entrepreneurship and Innovation Innovation and Design Luleå University of Technology SE-97187 Luleå Sweden Opponent Professor Tuija Mainela Management and International Business Oulu Business School P.O. Box 4600 FI-90014 University of Oulu Finland III Julkaisija Julkaisupäivämäärä Julkaisun tyyppi Vaasan yliopisto Lokakuu 2015 Artikkeliväitöskirja Tekijä(t) Julkaisusarjan nimi, osan numero Juho Ylimäki Acta Wasaensia, 337 Yhteystiedot ISBN Vaasan yliopisto 978-952-476-646-3 (painettu) Kauppatieteellinen tiedekunta 978-952-476-647-0 (verkkojulkaisu) Johtamisen yksikkö ISSN PL 700 0355-2667 (Acta Wasaensia 337, painettu) FI-65101 VAASA 2323-9123 (Acta Wasaensia 337, verkkojulkaisu) 1235-7871 (Acta Wasaensia. Liiketaloustiede 137, painettu) 2323-9735 (Acta Wasaensia. Liiketaloustiede 137, verkkojulkaisu) Sivumäärä Kieli 106 englanti Julkaisun nimike Tuotekehitysyhteistyön johtaminen ja suunnittelu kahdenvälisissä yrityssuhteissa Tiivistelmä Yritysten keskittyminen yhä vahvemmin ydinliiketoimintoihinsa on lisännyt merkittävästi niiden riippuvuutta toisistaan. Kun yritykset hankkivat valmistusta ja palveluita oman organisaation ulkopuolelta, myös näihin liittyvän kehittämisen painopiste siirtyy omasta organisaatiosta kumppaniyrityksiin. Kehitystyötä ei kuitenkaan yleensä voida tehdä toimittajayrityksissä ilman asiakasyrityksessä olevaa tietoa tarpeeseen liittyen. Tämä asetelma on johtanut tilanteeseen, jossa tarve toimivalle tuote- ja palvelukehitysyhteistyölle on suuri. Toimimaton tuotekehitysyhteistyö heikentää yritysten tuotteiden suhteellista kilpailukykyä, kun taas ne yritykset, jotka pystyvät rakentamaan toimivia tuotekehitysyhteistyösuhteita, onnistuvat luomaan kilpailuetua nopeammalla, tehokkaammalla ja osuvammalla kehitystyöllä. Tämä tutkimus käsittelee tuotekehitysyhteistyön johtamista ja suunnittelua kahdenvälisissä yrityssuhteissa. Tavoitteena on luoda ymmärrys siitä, miten yritykset voivat suunnitella ja johtaa kahdenvälistä tuotekehitysyhteistyötä. Tähän pyritään tarkastelemalla erillisissä tutkimusartikkeleissa kolmea tuotekehitysyhteistyön elementtiä; sen mahdollisia muotoja, prosessia ja sitä tukevia käytäntöjä. Tutkimuksen teoreettinen viitekehys rakentuu resurssiperustaisen teorian, suhdenäkökulman ja dynaamisten kyvykkyyksien teorian perustalle. Tutkimuksen empiirinen osa nojaa laadulliseen aineistoon. Kolmesta osatutkimuksesta ensimmäinen on pitkittäinen tapaustutkimus, toinen konstruktiivinen design science -tutkimus ja kolmas monitapaustutkimus, jossa tutkittavat tapaukset on valittu määrällisestä kyselyaineistosta. Yritykset voivat suunnitella ja valita tuotekehitysyhteistyön muodon tietoisesti ja toisaalta myös siirtyä yhteistyömuodosta toiseen tilanteen muuttuessa. Tuotekehitysyhteistyön prosessin toimivuuden kannalta on tärkeää huomioida samanaikaisesti sekä tehokkuus- että dialogisuusnäkökulmien toteutuminen vuorovaikutuksessa. Tuotekehityssuhteita tukevat käytännöt ruokkivat toisiaan ja siksi niiden tasapainoinen implementointi on tärkeää. Kokonaisuudessaan tutkimus korostaa kahden yrityksen välisen tuotekehitysyhteistyön olevan parhaimmillaan molempien kumppanuuden osapuolten kilpailukykyä parantava toimintamalli, jonka suunnitteluun ja johtamiseen tutkimus avaa uusia näkökulmia. Asiasanat Tuotekehitysyhteistyö, tuotekehitysjohtaminen, suhdejohtaminen, case-tutkimus. V Publisher Date of publication University of Vaasa October 2015 Author(s) Type of publication Juho Ylimäki Selection of articles Name and number of series Acta Wasaensia, 337 Contact information ISBN University of Vaasa 978-952-476-646-3 (print) Faculty of Business Studies 978-952-476-647-0 (online) Department of Management ISSN P.O. Box 700 0355-2667 (Acta Wasaensia 337, print) FI-65101 Vaasa 2323-9123 (Acta Wasaensia 337, online) Finland 1235-7871 (Acta Wasaensia. Business Administration 137, print) 2323-9735 (Acta Wasaensia. Business Administration 137, online) Number of pages Language 106 English Title of publication Managing and Designing Dyadic R&D Collaboration Abstract The increasing need in recent years to focus on core business has increased companies’ dependence on each other. When companies acquire manufacturing and services from external companies, the result is that related R&D tasks also move from one company to its collaborator companies. However, typically the R&D tasks in question cannot be conducted without the customer company’s knowledge related to the actual need. This setting has led to a situation where companies need efficient R&D collaboration. Nonfunctional R&D collaboration decreases the relative competitive edge of products whereas those companies that are able to build functional R&D partnerships can achieve a competitive advantage with faster, more efficient, and more accurate R&D. This research addresses the management and design of dyadic R&D collaborations. It aims to create an understanding of how companies can design and manage such dyadic R&D relationships. To that end, this dissertation explores three essential elements of R&D collaboration through three research articles on the possible forms of collaboration, the collaboration process, and the practices supporting R&D relationships. Theoretical framework of the dissertation builds on the resource based theory, the relational view, and on dynamic capabilities. The empirical part of the research leans on qualitative data. Of the three sub-research pieces, the first is a longitudinal case study, the second is a constructive design science study, and the third a multiple case study in which cases are selected based on a quantitative survey dataset. Collaborating companies can design and choose the form of their collaboration purposefully, and can switch from one collaboration form to another as the situation demands. For an R&D collaboration process to be fully functional, it is important to simultaneously take into account both efficiency and dialogical perspectives in the relevant interaction. Practices that facilitate and support R&D collaboration strengthen each other and thus it is essential to ensure their balanced implementation. Overall, this research emphasizes that dyadic R&D collaboration can at its best be an approach that creates collaborative advantage for both parties. This research also opens up new perspectives on designing and managing such collaborations. Keywords R&D collaboration, R&D management, business relationship management, case study. VII ACKNOWLEDGEMENT I jumped into this dissertation project as an entrepreneur who felt that a doctoral degree could offer brand value and a nice boost for the business. It was only few months after starting in the PhD program that I realized other, more intrinsic, motivations had started to influence my path. While writing my research plan, a genuine will to better understand the research topic and to contribute to research and practice with my own work became the guiding motivational factors that encouraged me to go the extra mile. I feel that I am privileged as I have had the luxury to develop myself and my thinking in the form of this dissertation. This dissertation project has offered me a wealth of experience that would not otherwise have been possible. National scientific collaboration and international research visits to Australia and the USA, in addition to several conferences around the world have given me a good view of the international academic world and in particular the people within it. The whole project was possible because of my supervisor, mentor, and supporter, Professor Jukka Vesalainen. You believed in my capabilities to go through this process and to create publishable science. Thank you for leading this work with an approach that fitted my personality so well. This dissertation would not have been made if that had not been the case. Thank you, Jukka. I am grateful to my employer, the University of Vaasa for giving me the responsibility, flexibility, and encouragement whenever it was needed. Organization is nothing without individuals, so I wish to thank all the professors and colleagues in the Department of Management. I wish to highlight the role of two Department Heads, Professor Riitta Viitala and Professor Marko Kohtamäki, thank you for your trust in me. My closest colleagues, Henri, Tero, Mathias, Seppo, Jesse, Jari, Timo-Pekka and Tuomas deserve special thanks. It has been great to have both academic and non-academic discussions during these years with you. I am grateful to my hosts during my research visits, especially Professor Minna Rollins and Professor David Nickell in Atlanta, Kevin May in Washington DC, and Professor Ken Parry on the Gold Coast, Australia. I wish also to thank opponent, Professor Tuija Mainela and two pre-examiners, Professor Kirsimarja Blomqvist and Professor Sara Thorgren for their valuable comments on the manuscript. During this project I have been privileged to receive financial support from several foundations. I gratefully acknowledge the generous financial support from the Evald and Hilda Nissi Foundation, Jenny and Antti Wihuri Foundation, VIII the South Ostrobothnia Regional Fund (Etelä-Pohjanmaan Kulttuurirahasto), the Foundation for Economic Education (Liikesivistysrahasto), and the Technology Industries
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