The dynamics of R&D network in the IT industry

Abstract

In this paper, we provide an empirical analysis of evolving networks of successful R&D collaborations in the IT industry (consisting of firms that obtained patents in the technological category of computers and communication) in the U.S. between 1985 and 1995. We first show that the R&D network has become more extensive, more clustered, and more unequal in the sense that 'stars' have emerged in the network. We then analyze the effect of the existing network structure in the process of new R&D collaboration formation. We control for unobserved similarities among firms based on the community structures within the network that the algorithm developed by Girvan and Newman (2004) identifies and find a significant cyclic closure and preferential attachment effect.

Editors’ introduction to spatial knowledge networks: structure, driving forces and innovative performances

“…The rare attempts at microeconometric analysis of R&D collaborative networks struggle to take account of all the mechanisms at work. For example, Hanaki et al (2010) use data from collaborative inventions to analyse relationships between partners, but they find it difficult to account for firms' research efforts. For most firms, R&D expenditure is not publicly available.…”

“…For most firms, R&D expenditure is not publicly available. Consequently, Hanaki et al (2010), as well as Plunket and Cassi in this issue, and the literature on collaborative invention more generally, estimate the intensity of R&D through the number of patents. Similarly, in their attempts to estimate the determinants of inter-firm partnerships within European Framework Programmes, Autant-Bernard et al (2007) and Hazir (2013) are limited in ability to account for the effects of technological potential, because the only information available relates to project budgets, rather than the overall amount firms invest in R&D. To our knowledge, outside the management literature, very little research on individual agents takes into account both collaborative research relationships and the specific individual characteristics of actors.…”

Global Organization of Innovation and Cooperability in Brazilian Multinationals

“…Experiencing and exploring changes is a challenge that companies face to remain operational. Nevertheless, to survive and succeed under changing conditions, companies must develop dynamic capabilities to create, expand and modify the ways in which they survive (Hanaki et al, 2010;Helfat et al, 2009). …”

“…To develop dynamic capabilities, especially those related to innovation, it is necessary to understand how they are distributed (Hanaki et al, 2010). This means that a company on its own does not have all the capabilities it requires, as it is increasingly common to find spread over internal and external business environments.…”

Mapping the evolving patterns of patent assignees’ collaboration networks and identifying the collaboration potential

“…A correlative work was carried by Hanaki et al (2010), which provided an empirical analysis of evolving networks of successful R&D collaborations in IT industry. The collaboration links in their work are identified between two companies if there is at least one common inventor listed in the patents owned by the companies.…”