Zeschky, M., et al. (2014). "Coordination in global R&D organizations: An examination of the role of subsidiary mandate and modular product architectures in dispersed R&D organizations." Technovation 34(10): 594-604.

Type: Non-experimental study

Experience level of reader: Fundamental

Annotation: Knowledge sharing across distances is a challenge for multinational companies. Research and development relies on communication to synthesize remote activities into one product. This paper uses nine case studies to identify the formal and informal mechanisms that multinational corporations use to coordinate R&D.

Setting(s) to which the reported activities/findings are relevant:  Community, Federal Lab, Government, Large business, Small business, University

Knowledge user(s) to whom the piece of literature may be relevant: Policy makers, Clinicians, Brokers, Manufacturers, Developers, Intermediaries, Users, Advocates, and Researchers.

Knowledge user level addressed by the literature: Individual, Organizations, Sectors

This article uses the Commercial Devices and Services version of the NtK Model

• International R&D requires collaboration and sharing of tactic knowledge among sites.
  Case study analysis
  Occurrences within model: NtK 3.2, 4.1, 4.2, 4.6
• Formal coordination measures can hinder innovation. For example, if headquarters dictates goals to subsidiaries with higher technological expertise.  
  Case study analysis
  Occurrences within model:  KTA 3.F, NtK 3.9, 4.1, 4.2, 4.6

• Formal methods for coordination are controlled and scheduled activities such as meetings and routine processes like document sharing. They are signified by controls on behavior and output.
  Case study analysis
  Occurrences within model: NtK 3.3, 3.9
• Informal coordination occurs when two or more parties make contributions to a shared goal, outside of formal processes. This is achieved with personal contacts that result in socialization, forming cross department relationships and informal communication.
  Case study analysis
  Occurrences within model: NtK 3.3, 3.9
• Hybrid coordination describes efforts with elements of both structured and informal coordination, such as structured projects with sub-tasks driven by interpersonal relationships.
  Case study analysis
  Occurrences within model: NtK 3.1, 4.6

Multi-site R&D mandates can be characterized based on their degree of market orientation and technology orientation. A matrix exists of:

• Local adaptors (high market orientation, low tech orientation)
• Product excellence centers (high market orientation, high technology orientation)
• Extended workbench (low market orientation, low technology orientation)
• Technology excellence center (Low market orientation, high technology orientation)

Case study analysis
Occurrences within model: NtK 1.4, 3.3, 4.2, KTA 3.C, 

Multi-site R&D mandates can be characterized based on their degree of market orientation and technology orientation. A matrix exists of: Local adaptors (high market orientation, low tech orientation), Product excellence centers (high market orientation, high technology orientation), Extended workbench (low market orientation, low technology orientation), Technology excellence center (Low market orientation, high technology orientation).
Case study analysis
Occurrences within model: NtK 1.4, 1.5