Constructing R&D Collaboration – Lessons from European EUREKA Projects

Citation

Maxwell, D.E. (1999), "Constructing R&D Collaboration – Lessons from European EUREKA Projects", European Business Review, Vol. 99 No. 6, pp. 405-407. https://doi.org/10.1108/ebr.1999.99.6.405.4

This short book resembles a collection of essays. A succinct introduction is followed by a synopsis of the six linked chapters by lecturers in Scandinavian business schools. These comprise the bulk of the book.

EUREKA is an acronym for the 25‐country Research Co‐ordination Agency set up in 1985 on the initiative of President Mitterrand of France. It is not an EU programme, being dependent on decentralised funding. EUREKA’s collaborative network spreads beyond its membership to links with many more countries and between private businesses, universities and institutions both public and private.

In contrast to the European Union’s new Fifth Framework Programme, which is top‐down and policy driven, EUREKA uses a “bottom‐up” approach. The resultant structure makes an interesting study, not only for business students but also for companies considering involvement in European research projects.

The fact that the project management section is written from a Danish perspective should add to, rather than detract from, the interest for the UK reader. It is interesting to see projects from a particularly Scandinavian angle, although the authors of the chapter on “The formation of international collaborative R&D ventures” acknowledge the need to incorporate all or several project partners in the future to gain a multi‐dimensional perspective.

The book stresses the importance of fluidity and flexibility in research projects. From the selected sample for the study, it is clear that many Eureka projects do not leave the starting block – some because of failure to obtain financial support. This may reflect a need to tighten up prior commitment from applicants or perhaps a reluctance of financial partners to engage in risky ventures. (The book indicates that EUREKA project results are frequently not those predicted – but are nonetheless appreciated by partner firms.)

How project applicants find a partner is outlined and eventual partnerships are analysed. This aspect is elaborated in the chapter explicitly entitled “Cognitive framing of cross‐border interaction – two cases of managerial sense making in collaborative R&D projects”.

The following chapters headed “European cultures in collaboration” are peppered with project partners’ quotes, providing a lighter tone. Robert Burns, the Scots national bard, said:

0 wad [would] some Power the giftie gi[v]e us, To see oursel[ve]s as ithers see us.

UK researchers may feel a little discomfited to see themselves through Scandinavian eyes.

This slim volume provides a useful insight into a research programme which is all too often erroneously attributed to the EU but is in fact complementary to European Union funding.