University-industry collaboration (UIC) partners’ different organizational backgrounds entail socialization with distinct thought worlds, management approaches, and therefore diverging goals, which may lead to differences in their perceptions of the R&D challenge. These differences can hamper relationship quality and may cause coordination challenges. Using dyadic survey data of 164 UIC project managers of 82 projects, we analyze the consequences of partners’ shared R&D-project innovativeness perceptions for project performance. We consider the planning intensity and the collaboration in the planning process as antecedents to partners’ shared perceptions. We find that partners’ shared R&D-project innovativeness perceptions increase project performance. We also show that collaborative planning enhances shared perception. Moreover, we find support that planning intensity (i.e., formal control) and collaborative planning (i.e., social control) complement each other. Hence, if both partners are involved in a collaborative and intensive planning process, they will more likely exhibit a shared R&D project innovativeness perception and, therefore, increase UIC project performance. This will help to manage their R&D activities to create a sense of ownership and to prevent inefficient project deviations.

大学与产业合作 (UIC) 合作伙伴的不同组织背景需要具有不同思想世界和管理方法的社会化，因此目标也不同，这可能导致他们对研发挑战的看法不同。这些差异会影响关系质量，并可能导致协调挑战。使用 82 个项目的 164 名 UIC 项目经理的二元调查数据，我们分析了合作伙伴共享研发项目创新感知对项目绩效的影响。我们将规划强度和规划过程中的协作视为合作伙伴共同看法的先决条件。我们发现合作伙伴的共同研发项目创新认知提高了项目绩效。我们还表明，协作规划增强了共享感知。而且，我们发现支持计划强度（即正式控制）和协作计划（即社会控制）相辅相成。因此，如果双方都参与协作和密集的规划过程，他们将更有可能表现出共同的研发项目创新意识，从而提高 UIC 项目的绩效。这将有助于管理他们的研发活动，以营造主人翁意识并防止低效的项目偏差。