This study investigates whether configurations of situational determinants impact R&D intensity. Using a qualitative comparative analysis (QCA), the study assesses the consistency and coverage, both cross-sectionally and over time, of these configurations. The global solution presents four alternative combinations conducive to R&D intensity and concludes that situational determinants matter. The way managers use their aspirations, the proximity of bankruptcy, and the availability of slack affects the propensity to engage in R&D. Further, the results show that firms are not all alike and highlight the differences in how these determinants combine to impact R&D intensity.
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