The name is absent

14

Participatory management style

Complimenting the arguments associated with co-operation experiences an-
other variable is added to the model representing a participative style of man-
agement. The question is if the encouraging effect of inter-firm co-operations
can be transferred to intra-firm relationships. But as the empirical results sug-
gest, such a link can not be observed. Companies that organize parts of their
production in teamwork and/or let their employees participate in the manage-
ment’s decision-making do not tend to open themselves more often to external
co-operations than others.

Access to investment capital

Another common belief is that only those companies co-operate which do not
have the financial resources to do without support. The model does not provide
a reason to assume that this is a common scenario. Companies that see them-
selves at a disadvantage when it comes to the question of running sufficient
funding according to their competitors, do not join R&D co-operations signifi-
cantly more often than others. It can be assumed that other qualities such as
creativity and knowledge, even more than financial advantages, are important
incentives for conjoint R&D.

The role of R&D facilities

Furthermore, the model suggests that the availability of R&D capacities within
a company is, in most cases, a prerequisite to joining such a co-operation.
Companies that do not have their own R&D personnel rarely participate in
these partnerships. R&D co-operations are not a common strategy to building
up R&D facilities. Companies usually depend on R&D capacities and skills in
order to be able to win a partner to form an R&D co-operation. Only those who
can offer interesting knowledge to others can assume to find a partner from
whom they can benefit. But it can be stressed that a relatively high share of
employees in R&D, compared to the total working staff, goes hand in hand with
a high likelihood of wanting to join a co-operation and wanting to benefit from
others competence. This indicates that research-intensive companies are more
inclined to take advantage of external R&D capacities than others.

Technological abilities

The technological level of production determines the capability of firms to enter
an R&D co-operation. Companies that participate in such partnerships see
themselves better equipped with new technologies than others. Again this un-

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