The Annual of scientific discovery: or, Year-book of facts in science and art.

1852

The Annual of scientific discovery: or, Year-book of facts in science and art.

1855

The Annual of scientific discovery: or, Year-book of facts in science and art.

1862

The Annual of scientific discovery: or, Year-book of facts in science and art.

1865

The Annual of scientific discovery: or, Year-book of facts in science and art.

1856

The Annual of scientific discovery: or, Year-book of facts in science and art.

1854

The Annual of scientific discovery: or, Year-book of facts in science and art.

1858

The Annual of scientific discovery: or, Year-book of facts in science and art.

1857

The Annual of scientific discovery: or, Year-book of facts in science and art.

1864

The Annual of scientific discovery: or, Year-book of facts in science and art.

1851

The Annual of scientific discovery: or, Year-book of facts in science and art.

1860

The Annual of scientific discovery: or, Year-book of facts in science and art.

1861

The Annual of scientific discovery: or, Year-book of facts in science and art.

1850

The giraffe in history and art / by Berthold Laufer, Curator of Anthropology. 9 plates in photogravure, 23 text-figures, and 1 vignette.

no.27(1928)

Collaboration strategies and technological innovation: a contractual perspective of the relationship between firms and techonological centers

In this paper, a theoretical framework for analyzing the selection of governance structures for implementing collaboration agreements between firms and Technological Centers is presented and empirically discussed. This framework includes Transaction Costs and Property Rights’ theoretical assumptions, though complemented with several proposals coming from the Transactional Value Theory. This last theory is used for adding some dynamism in the governance structure selection. As empirical evidence of this theoretical explanation, we analyse four real experiences of collaboration between firms and one Technological Center. These experiences are aimed to represent the typology of relationships which Technological Centers usually face. Among others, a key interesting result is obtained: R&D collaboration activities do not need to always be organized through hierarchical solutions. In those cases where future expected benefits and/or reputation issues could play an important role, the traditional more static theories could not fully explain the selected governance structure for managing the R&D relationship. As a consequence, these results justify further research about the adequacy of the theoretical framework presented in this paper in other contexts, for example, R&D collaborations between firms and/or between Universities or Public Research Centers and firms.