Same but Different. Scaling through partnership replication

Cross-sector development partnerships (CSDPs) often start as ‘pilots’– testing out the potential of partnering approach to deliver desired results within a pre-defined time. As projects, CSDPs have potential for replication because they test innovative approaches which can be scaled up by the partners after donor funding ends. Not much is known about how replication of successfully piloted partnerships actually works. This publication provides insights into replication through repeated collaboration, based on the experiences of the Sustainable Development Programme for Coffee Growing Families in Nariño (Colombia). In addition to identifying the benefits, process and facilitators of the repeated collaboration, it examines how bilateral development agencies can facilitate successful replication through repeated collaboration

Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration

This study advances contingency theories of performance-outcome learning in hybrid-project systems, in which both project participants and superordinate organizations influence the formation of project ventures. We propose that performance-outcome learning depends on the perceived relevance of prior performance and on organizational control over project participants. We examine this framework using data on 239 U.S. movie projects from the years 1931-40. In keeping with our theory, higher project performance led to future collaborations with the same partners, contingent on prior collaborations, project similarity, and organizational control. Our findings imply distinct patterns of network evolution and unfolding adaptation of hybrid-project systems through slow-moving, local adjustments

Impacts of collaboration and network indicators on patent quality: The case of Canadian nanotechnology innovation

This article studies the impact of collaboration and co-inventorship network characteristics of Canadian nanotechnology inventors on the quality of their inventions. We investigate the impact of four types of variables on patent quality, using the number of claims as a proxy for quality: (a) the presence of highly central inventors; (b) the presence of star inventors; (c) repeated collaboration; (d) international collaboration. We show that the presence of more central inventors and of stars in the research team has a positive influence on patent quality, while repeated collaboration has a negative impact. Patents owned by foreign organisations, controlling for whether assignees are firm, yields patents of higher quality

Differences in collaboration structures and impact among prominent researchers in Europe and North America

Scientists collaborate through intricate networks, which impact the quality and scope of their research. At the same time, funding and institutional arrangements, as well as scientific and political cultures, affect the structure of collaboration networks. Since such arrangements and cultures differ across regions in the world in systematic ways, we surmise that collaboration networks and impact should also differ systematically across regions. To test this, we compare the structure of collaboration networks among prominent researchers in North America and Europe. We find that prominent researchers in Europe establish denser collaboration networks, whereas those in North America establish more decentralized networks. We also find that the impact of the publications of prominent researchers in North America is significantly higher than for those in Europe, both when they collaborate with other prominent researchers and when they do not. Although Europeans collaborate with other prominent researchers more often, which increases their impact, we also find that repeated collaboration among prominent researchers decreases the synergistic effect of collaborating

Evidence for a creative dilemma posed by repeated collaborations

We focused on how repeat collaborations in projects for inventions affect performance. Repeat collaborations have two contradictory aspects. A positive aspect is team development or experience, and a negative aspect is team degeneration or decline. Since both contradicting phenomena are observed, inventors have a dilemma as to whether they should keep collaborating in a team or not. The dilemma has not previously been quantitatively analyzed. We provide quantitative and extensive analyses of the dilemma in creative projects by using patent data from Japan and the United States. We confirm three predictions to quantitatively validate the existence of the dilemma. The first prediction is that the greater the patent a team achieves, the longer the team will work together. The second prediction is that the impact of consecutive patents decreases after a team makes a remarkable invention, which is measured by the impact of patents. The third prediction is that the expectation of impact with new teams is greater than that with the same teams successful in the past. We find these predictions are validated in patents published in Japan and the United States. On the basis of these three predictions, we can quantitatively validate the dilemma in creative projects. We also propose preventive strategies for degeneration. One is developing technological diversity, and another is developing inventor diversity in teams.We find the two strategies are both effective by validating with the data

Three essays on problem-solving in collaborative open productions

The term “open production” is frequently used to describe production systems that rely on volunteer participants who are willing to participate, produce, and bear private costs in order to provide a public good. Examples of open production are becoming increasingly common in many industries. What make these productions possible? How may they be sustained in a world of organizations in which the evolutionary products of economic selection are elaborate hierarchical forms of organization? One way to address these questions is to look at how open productions solve problems that are common to all production organizations such as, for example, problems in the division of labor, allocation of tasks, collaboration, coordination, and maintaining balance between inducement and contributions. Under the conditions of extreme decentralization that are the defining feature of open productions, this approach implies a detailed observation of individual problem solving practices. This is the approach I develop in my dissertation. Unlike much of the prior literature on open productions, I deemphasize motivational elements, status-seeking motives, and allocation of property rights issues. I focus instead on actual work practices as revealed by the day-by-day problem solving activities that qualify open productions projects as production organizations despite the absence of formal contractual arrangements to regulate principal-agent relations. What my work adds to the extensive, informative, and well-developed discipline-based explanations that are currently available, is a focus on the emergence of micro-organizational mechanisms through which problem assignment (Chapter 2), problem resolution (Chapter 3), and sustained participation (Chapter 4) are obtained in open productions. In my essays, I draw from organizational sociology and the behavioral theory of the firm to specify models that relate individual problem-solving activities to structured patterns of action through emergent work practices. In the models that I specify and test, I emphasize processes of attention allocation (Chapter 2), repeated collaboration and group diversity (Chapter 3) and identity construction (Chapter 4) as central to our understanding of the dynamics of problem-solving in organizations. One element of novelty in my study is that my research design makes these work practices directly observable at a level of detail, completeness, and precision that was inaccessible in the past. To illustrate the empirical value of the view that I develop I examine problem-solving activities – i.e., bug fixing and code production – within two Free/Open Source Software (F/OSS) projects during their entire life span. Readers of my work will know more about how organizational micro-mechanisms emerge in open productions

Academic team formation as evolving hypergraphs

This paper quantitatively explores the social and socio-semantic patterns of constitution of academic collaboration teams. To this end, we broadly underline two critical features of social networks of knowledge-based collaboration: first, they essentially consist of group-level interactions which call for team-centered approaches. Formally, this induces the use of hypergraphs and n-adic interactions, rather than traditional dyadic frameworks of interaction such as graphs, binding only pairs of agents. Second, we advocate the joint consideration of structural and semantic features, as collaborations are allegedly constrained by both of them. Considering these provisions, we propose a framework which principally enables us to empirically test a series of hypotheses related to academic team formation patterns. In particular, we exhibit and characterize the influence of an implicit group structure driving recurrent team formation processes. On the whole, innovative production does not appear to be correlated with more original teams, while a polarization appears between groups composed of experts only or non-experts only, altogether corresponding to collectives with a high rate of repeated interactions