SMEs did not have enough ability to invest in development of new products and entering of new markets. Therefore, they try to achieve something through R&D Alliances, such as unique technology, resources, power of synergy, and the ability to reduce the gap between market leaders. However, the scope and characteristics of R&D alliance result in management complexity and difficulty that are higher than business management. The relevant researches in the past only use the fragment analysis, no systematic methods and systems thinking perspective to think about the complexity of R&D Alliance issues. Therefore, this study try to build a composite methodology that can completely reveal the complex causal relationship between the key success factors (KSF) in R&D alliance. This study aims to discuss the complexity of the KSFs in R&D alliance, using the system theory to integrate decision making trial and evaluation laboratory (DEMATEL), interpretative structural modelling (ISM) and analytical network process (ANP) into a composite methodology. Between the KSFs, it reveals the strength and direction of interaction, hierarchy structure, degree of relative importance, and the causal loop map enhancement that is beneficial to help managers use systems thinking for complex issues.
Key words: R&D alliance, key success factor, decision making trial and evaluation laboratory (DEMATEL), Interpretative Structural Modelling (ISM), analytical network process (ANP).
Copyright © 2022 Author(s) retain the copyright of this article.
This article is published under the terms of the Creative Commons Attribution License 4.0