5. Conclusions
In the past two decades, there has been a sustained interest in both practices and studies on interorganizational innovation projects (Eriksson et al., 2016). Despite the increasing reliance on projects as an organization mode, few studies have investigated how SIs are managed in cooperative innovation projects. As Smyth and Morris (2007) point out that project management can be observed in its multidisciplinary nature and the way it draws upon a range of social (and natural) sciences, based on transaction costs economics and relational exchange theory, as well as project governance and innovation management literature, we extend prior literature by focusing on SIs in the less studied CIP setting. From the perspective of internal organization, we discuss two distinctive mechanisms linking SIs and performance in the process of cooperative innovation projects. Transaction costs economics and relational exchange theory consider that FCs and RT are two GMs for specific investments, and they can affect the behaviors of the partners, thus affecting the PCIPs.