Sitting on the Fence: Integrating the two worlds of scientific discovery and invention within the firm |
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| Institution: | 1. Faculty of Economics and Business, Department of Innovation Management and Strategy, University of Groningen, Nettelbosje 2, Groningen, AE 9747, the Netherlands;2. Max Planck Institute for Innovation and Competition, Marstallplatz 1, 80539 Munich, Germany;3. Rotterdam School of Management, Department of Strategic Management and Entrepreneurship, Erasmus University Rotterdam, Burgemeester Oudlaan 50, 3062 PA Rotterdam, the Netherlands;1. University of Liverpool Management School, United Kingdom;2. Department of Strategy and Innovation, Copenhagen Business School, Denmark;1. Department of Economics and Statistics, University of Udine, Via Tomadini 30/A, Udine I-33100, Italy;2. Department of Strategy, Entrepreneurship & International Business, ESSCA School of Management, 56 Quai Alphonse Le Gallo, Boulogne-Billancourt 92513 CEDEX, France;1. Nord University, Nord University Business School, Innovation and Entrepreneurship Division, Universitetsalléen 11, 8026 Bodø, Norway;2. NIHR Newcastle In Vitro Diagnostics Co-operative, Translational and Clinical Research Institute, William Leech Building, Medical School, Newcastle University, Newcastle NE2 4HH, UK |
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| Abstract: | Applying a within-firm perspective to the topic of the division of innovative labor, I explore the organization of scientific discovery at the firm level — specialized or integrated with invention. Using data on inventors and authors related to U.S. publicly-traded science-performing firms for the period 1980–2015, the paper deepens our understanding of the determinants and the tradeoffs associated with the strategic choice of scientific discovery organization. I show that integration is related to a tradeoff between short-term applied R&D and long-term fundamental R&D; while integration is beneficial for invention, it has adverse effects on its scientific output, which decrease invention in the long run. The negative relationship between integration and publication reduces the direct increase in patents due to integration by approximately 90%. To better understand firms’ R&D organizational choice, I present internal and external factors that have implications on the benefits and costs associated with integration: reliance on science, stage of technology, external market for technology, and R&D spillins. Finally, I present consistent implications in terms of market value and show that value creation is related to organizational structure. |
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| Keywords: | Corporate research Division of labor Innovation Patents R&D organizational structure |
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