Study note on innovation network

Study note on innovation network

References with extracted contents

Wenyan Song, Jintao Cao & Maokuan Zheng (2016) Towards an integrative framework of innovation network for new product development project, Production Planning & Control, 27:12, 967-978, DOI: 10.1080/09537287.2016.1167980.

"The rapid growth of the global market drives companies to further invest in new product development (NPD) to remain competitive. NPD increasingly holds a critical position in the business agenda (Kahn 2012). However, the complexity of products and radical changing environment lead companies towards collaboration in order to share risks, reduce time to market and costs, increase innovation capacity, improve quality and benefit from complementary knowledge throughout the NPD process (Harmancioglu 2007). External sourcing is increasingly seen as important for obtaining new and valuable knowledge and resources for value co-creation and co-innovation in NPD (Romero and Molina 2011)";

"Recent literature highlights the importance of innovation network (IN) and many researchers discuss its applications under various concepts such as networks of companies, dynamic networks, customer-supplier collaboration, extended enterprises, virtual organisations, and strategic alliances (Chapman and Corso 2005). However, when it comes to the specifics of innovation network framework, little is known on the NPD project level";

"The concept of ‘innovation network’ appears decades ago, but it is very recently, during the past few years, when this concept begins to be researched in volume. Innovation network being highly dynamic, virtual organisations could provide an ideal foundation for distributed innovation processes (Eschenbächer, Seifert, and Thoben 2011)";

Tobias Buchmann & Andreas Pyka (2015) The evolution of innovation networks: the case of a publicly funded German automotive network, Economics of Innovation and New Technology, 24:1-2, 114-139, DOI: 10.1080/10438599.2014.897860.

"Innovation networks are considered as a means to share increasingR&Dcosts, gain access to scarce resources and – most importantly – to manage complex innovation processes, cope with technological uncertainty and create learning opportunities (Pyka 2002; Buchmann and Pyka 2012a)";

"The knowledge of a firm is its key resource (Grant 1996; Das and Teng 2000). A firm can thus be described as a ‘repository of productive knowledge’ (Winter 1988, 171). Lane and Lubatkin (1998) find that in an increasingly knowledge-based competition firms need to be able to transform knowledge into processes and products and to manage their knowledge and capabilities like other physical assets (Buchmann and Pyka 2012b). Firms respond to an increased competitive pressure (Teece 1992) by forming alliances in which the abilities to learn and exchange knowledge are vital";

"The door opener to access external knowledge is cooperation. A suitable way to analyze such firm interactions is the network perspective. Networks are characterized by a specific structure which is the result of an evolutionary process, i.e. of the emergence and dissolution of ties between firms over time (Wasserman and Faust 1994). Network ties serve as channels for knowledge flows between actors and allow for knowledge diffusion and mutual learning in the network .... The process of network tie formation and dissolution ... constitutes the evolution of the network and is a function of the actors’ characteristics and their socially driven behaviors and interaction patterns";

Maarten H. Batterink , Emiel F.M. Wubben , Laurens Klerkx & S.W.F. (Onno) Omta (2010) Orchestrating innovation networks: The case of innovation brokers in the agri-food sector, Entrepreneurship & Regional Development, 22:1, 47-76, DOI: 10.1080/08985620903220512.

"In recent years EU, national and regional policy makers have focused on enhancing the innovativeness of their economies by stimulating inter-organizational cooperation by small and medium-sized enterprises (SMEs) ....  SMEs often lack essential resources and capabilities to successfully innovate exclusively by means of in-house activities (Narula 2004; Nooteboom 1994), making inter-organizational networks essential for SMEs that want to innovate. Nevertheless, when they want to establish and benefit from innovation networks, SMEs face several obstacles";

".... management literature has also focused attention on network orchestration processes aimed at innovation ..... These studies typically take the position of the commercial firm as the focal actor in knowledge acquisition processes and in the establishment of R&D consortia ..... Nevertheless, research still has to ‘tease out the unique contributions a ‘‘network orchestrator’’ makes, despite its lack of hierarchical authority’.";

"Innovation networks can be viewed as cooperative relationships between companies and other actors who seek innovation. ..... Dhanaraj and Parkhe (2006) ....defined ‘network orchestration’ as the set of deliberate actions undertaken by a network orchestrator as it seeks to create value with and extract value from the network";

Harold Paredes-Frigolett & Andreas Pyka (2017) A model of innovation network formation, Innovation, 19:2, 245-269, DOI: 10.1080/14479338.2016.1276411.

"A comprehensive body of work in the field of innovation and entrepreneurship shows that the success of processes of entrepreneurship and innovation in knowledge-intensive industries is not only determined by the entrepreneur alone, as originally assumed by Schumpeter, but also by the multiple interactions among other nodes in a heterogeneous innovation network ..... From an innovation policy perspective, these findings suggest that the characterization and execution of innovation network formation strategies aimed at increasing the complexity of innovation networks should have a high priority in order to overcome the lack of absorptive capacities often found in developing and transition countries";

"The lack of complexity of emerging innovation networks in developing and transition countries is one of the main reasons for their lack of global competitiveness ...) While there is ample agreement upon the need of developing and transition countries to increase the complexity of their underlying innovation networks, fewer contributions have addressed the problem of how these countries can deal with the gaps that pervade their national innovation systems and hinder their global competitiveness in knowledge-intensive industries";

Christian Omobhude & Shih-Hsin Chen (2017) Mixed-method approaches to studying innovation networks in developing countries, African Journal of Science, Technology, Innovation and Development, 9:4, 367-379, DOI: 10.1080/20421338.2017.1322798.

"Innovation is widely recognized as a social process, involving the networking of actors, and is driven by relationships, learning, knowledge and collaborations (Freeman 1991). Those collaborations often involve research organizations, regulators, capital providers, customers, clients and research institutions (Manley 2002). Building innovation networks in these innovation systems would be helpful to foster knowledge diffusion and enable diffusion of knowledge (Branscomb and Auerswald 2002)";

"Baregheh, Rowley, and Sambrook (2009) conducted a literature review and content analysis study which integrated the widespread diverse definitions of innovation. The outcome of the study positions innovation based upon: stages of innovation; social context; means of innovation; and aim of innovation";

Jarvenpaa, S.L. and A. Wernick. 2011. "Paradoxical tensions in open innovation networks" European Journal of Innovation Management 14(4), Emerald: 521-548.

"Paradoxical tensions are “cognitively and socially constructed polarities that mask simultaneity of conflicting truths. Unlike continua, dilemmas, or either/or choices, paradoxical tensions signify two sides of the same coin”, such as autonomy vs dependence, reason vs imagination (Lewis, 2000, p. 761). The tensions are seen as paradoxical when they reveal contradictory yet interconnected “things” that may deal with perspectives, feelings, messages, demands, identities, interests and practices (Lewis, 2000) The tensions are brought by constant changes and by complex, multifaceted relationships both inside and outside organizations";

"Open innovation networks provide the opportunity to extend the current literature on paradox management beyond the team ....as well as beyond the organization ..... Open innovation networks introduce highly complex and multifaceted inter-organizational relationships. Cooperation in such networks requires a complex repertoire of behaviors in that member organizations need to learn to mitigate the downside risks stemming from the other’s opportunism but also to avoid lapses in their respective knowledge-sharing that can impede scientific and commercial breakthroughs";