Governance of collaborative innovation projects in consortia : a multiple case study analysis

The diffusion and the importance of open and collaborative innovation is widely acknowledged. However, while linkages between two organisations (dyadic relationships) have been largely explored, it is less known how collaborative innovation develops in consortia (formal multi-party alliances). In particular, there is little literature about the role of the entity managing the consortium (i.e. the administrative unit) and its impact on contractual and relational governance. A multi-case analysis of three Italian consortia in the energy industry shows that the administrative unit has a large impact on governance even before the consortium is formally established and that contractual and relational governance mutually influence each other. Other relevant factors of success are identified and managerial implications are suggested.