R&D ecology: using 2-mode network analysis to explore complexity in R&D environments Jonathon E. Mote * Department of Sociology, Center for Innovation, University of Maryland, College Park, MD, USA Available online 1 February 2005 Abstract It has been demonstrated that a complex division of labor provides for the diversity of knowledge that is critical for organizational innovation and productivity [Hage, J., 1999. Organizational innovation and organizational change. Annual Review of Sociology 25, 597–622]. This article examines the impact of complexity in an R&D setting and adopts the approach that collaborative research involves a range of specialties and skills, which can be viewed separately from the individuals involved in the collaboration process. To explore this hypothesis, the use of 2-mode network analysis allows for an examination of the interrelationships of these competencies within a cluster of R&D projects in a large multi-disciplinary national laboratory. These networks of competencies are shown to have structural characteristics, which impact on the productivity of research projects. It is argued that the interrelationship of network structure and complexity should be given consideration in the management of R&D projects. # 2004 Elsevier B.V. All rights reserved. JEL classification: O32 Keywords: Social networks; R&D management; Innovation; Complexity 1. Introduction In recent decades, research and development (R&D) has become an increasingly specialized and complex endeavor (Boesman, 1997; Kodama, 1992; Miller and Morris, 1999). One component of this growing complexity has been the growing use of projects and www.elsevier.com/locate/jengtecman J. Eng. Technol. Manage. 22 (2005) 93–111 * Tel.: +1 301 405 9746; fax: +1 301 314 6892. E-mail address: jmote@socy.umd.edu. 0923-4748/$ – see front matter # 2004 Elsevier B.V. All rights reserved. doi:10.1016/j.jengtecman.2004.11.004