Practicing Uncertainty in R&D Networks – Explorative Evidence from a Semiconductor Industry Network

Abstract

Highly volatile industries are often confronted with a paradox: while exploiting existing technological paths by means of well-established practices, novel and yet unknown future technological landscapes need to be screened and opened up in parallel even though the necessary expertise is still lacking. Based upon a longitudinal case study that is informed by structuration theory, we reveal how the SEMATECH semiconductor network reconciles this paradox via the “stretching practice” of partnering; that is, selectively engaging with different present and potentially in the future relevant organizational actors to manage uncertainty. By identifying a set of practices that serves to selectively engage with different partners, we contribute to the debate on how to practice uncertainty in and with interorganizational networks.