Successful R&D management cooperation between China and Australia
Purpose ‐ The purpose of this paper is to identify from the literature the successful R&D management cooperation factors and then examine their relevance to R&D management cooperation efforts between China and Australia. Design/methodology/approach
‐ The case study method is used to encourage a deeper appreciation of the dynamics of R&D management projects. A theoretical framework is constructed based on the literature to highlight factors of successful R&D management, and this framework is then applied to a case study
involving the Chinese Academy of Sciences (CAS) and the Australian Commonwealth Scientific and Industrial Research Organisation (CSIRO). Findings ‐ The result is a hybrid multi-dimensional model incorporating cultural and social capital variables. Several critical
success factors were found to exist: funding, government support, institutional support, complementary technology and expertise, mutual respect and strong commitment from leadership. One additional critical success factor was the bilingual expertise of facilitators who manage to help bridge
the gaps between both intellectual capital (technical expertise) and cultural differences. Practical implications ‐ The framework of successful R&D cooperation identified in this study can act as a springboard for applying the successful principles in broader
cases of R&D management cooperation. Originality/value ‐ The value of this study lies in the development of a model for successful cross-cultural application of R&D management cooperation between China, Australia and (by extension) other countries that may
foster successful cooperation, build global empathy and create inclusive competitive advantage.