The aim of this longitudinal project is to examine how leadership is shared in a self-managed inter-organizational R&D collaboration. More specifically, the paper investigates the emergence and sharing of different leadership roles during a technology-intensive innovation project. Our research shows that different leadership roles and practices are at play concurrently, and that these practices are carried out by different members with various intensities and duration. Three distinct leadership roles were identified: (i) directional, (ii) facilitating, and (iii) expertise-based leadership . The paper closes with a brief discussion of avenues for future research and key managerial implications .
Continuous Innovation: Doing More With Less: 12th International Cinet Conference, 2011