• Publisher-DOI

University-industry collaboration (UIC) partners’ different organizational backgrounds entail socialization with distinct thought worlds, management approaches, and therefore diverging goals, which may lead to differences in their perceptions of the R&D challenge. These differences can hamper relationship quality and may cause coordination challenges. Using dyadic survey data of 164 UIC project managers of 82 projects, we analyze the consequences of partners’ shared R&D-project innovativeness perceptions for project performance. We consider the planning intensity and the collaboration in the planning process as antecedents to partners’ shared perceptions. We find that partners’ shared R&D-project innovativeness perceptions increase project performance. We also show that collaborative planning enhances shared perception. Moreover, we find support that planning intensity (i.e., formal control) and collaborative planning (i.e., social control) complement each other. Hence, if both partners are involved in a collaborative and intensive planning process, they will more likely exhibit a shared R&D project innovativeness perception and, therefore, increase UIC project performance. This will help to manage their R&D activities to create a sense of ownership and to prevent inefficient project deviations.

Special Section: University Technology Transfer, Regional Specializations, and Local Dynamics: Lessons from Italy

JEL Classification M10 · O32 · O36