Time-constrained interactions in public-private collaboration projects. The case of ENABLE

Purpose This paper aims to focus on time-constrained interactions involving industry and public actors, mainly universities, conducting research. This kind of interaction has become increasingly important to develop new pharmaceuticals, especially antibiotics. The proposed theoretical frame relies on industrial marketing and purchasing's interactive perspective on inter-organizational relationships and especially the activities, resource, actors model, combined with key concepts on temporary organizing and project management. This study identifies the temporality and time constraints imposed by this project on public-private interactions, specific coordination tools used to create such temporality and time constraints and their consequences, including positive and negative effects for the interacting parties. Design/methodology/approach The study builds on a single in-depth qualitative case study of a major antibiotics R&D collaboration project called ENABLE. Findings For negative consequences, this model includes the need for constantly rebuilding trust due to fast turnover of actors, difficulties in combining resources as efficiently as possible, resource constraints, bottlenecks and neglect of some activities, such as publishing, which are normally pivotal for universities. Despite these problematic consequences of temporality, resources are rapidly made available and new competencies learned quickly. Another positive effect is the possibility to achieve complex adaptations of resources and activities even in short time frames. Importantly, projects can act as a springboard for the parties to continue collaboration and in the long term develop a continuous business relationship. Originality/value Based on the findings the authors develop a model of time-constrained inter-organizational interaction between public and private organizations.