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Discontinuity And Collaboration: Theory And Evidence From Technological Projects

Author

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  • JAOUAD DAOUDI

    (Department of Administrative Sciences, Université du Québec en Outaouais, Pavillon Lucien-Brault, 101 Saint-Jean-Bosco, Gatineau, Canada)

  • MARIO BOURGAULT

    (Department of Mathematics and Industrial Engineering, École Polytechnique de Montréal, 2900 Edouard-Montpetit, Montreal, Canada)

Abstract

Project teams today often work in complex collaborative and extended settings, especially when multinational firms or international projects are involved. Studies on projects have attempted to identify and measure the factors that influence collaboration. Many models have been proposed, reflecting the rising importance of this research area. However, few authors have explored the contribution of discontinuity to effective collaboration. This article presents a theoretical overview of discontinuity and collaboration practices in technology industries. The empirical results of a study of technological projects are then presented. The results support the contribution of discontinuity to effective collaboration. A more surprising result suggests that different forms of discontinuity contribute differently to collaboration and that cultural discontinuity has a negligible impact on collaboration.

Suggested Citation

  • Jaouad Daoudi & Mario Bourgault, 2012. "Discontinuity And Collaboration: Theory And Evidence From Technological Projects," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 16(06), pages 1-25.
    • Handle: RePEc:wsi:ijimxx:v:16:y:2012:i:06:n:s1363919612400129
    DOI: 10.1142/S1363919612400129
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    References listed on IDEAS

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    1. John H. Dunning & Sarianna M. Lundan, 2008. "Multinational Enterprises and the Global Economy, Second Edition," Books, Edward Elgar Publishing, number 3215.
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