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Innovation Networks (innovation + network)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	71%

Selected Abstracts

International knowledge and innovation networks for European integration, cohesion, and enlargement*

INTERNATIONAL SOCIAL SCIENCE JOURNAL, Issue 180 2004
Riccardo Cappellin
Nowadays, it is widely accepted that knowledge and learning are the core of competitiveness, international division of labour and agglomeration and exclusion phenomena. Yet we are still in need of a better understanding of the processes which allow access by individual regions both to codified knowledge and RTD networks as well as tacit knowledge and know-how at the international/interregional level. This paper will discuss possible approaches to analyse the mechanisms which operate at the international/interregional level and lead to higher forms of integration of industrial and service firms, not only in a commercial or financial perspective but also in knowledge and innovation networks. It will point to a need to develop policy strategies in support of institutions that create and transfer knowledge on a European scale and outline open questions for the creation of the necessary institutional background for the creation and the support of knowledge and innovation networks at this level and for the conditions of its transferability to Objective 1 regions and the EU new member states and candidate countries. [source]

The national innovation system and foreign R&D: the case of Taiwan

R & D MANAGEMENT, Issue 5 2007
Shin-Horng Chen
R&D internationalization has increasingly involved countries outside the developed world. In addition, there has been a growing trend for countries in East Asia to seek to attract the R&D facilities of multinationals (MNCs). For such countries, they are faced with a fundamental question as to what kinds of impact MNCs' offshore R&D facilities will have on their own countries, especially in terms of technological innovation and industrial development. Set against the above backdrop, this paper sets out to examine a relatively new aspect of R&D internationalization related to global innovation networks and to open up the blackbox of the spillover effect regarding foreign R&D by examining the interplay of foreign R&D and Taiwan's national innovation system. The empirical part of the paper draws mainly upon intensive case studies of four high-profile foreign R&D facilities in the IT industry. The way foreign R&D interplays with Taiwan's NIS is examined in terms of the market & technology linkages. [source]

Managing learning in informal innovation networks: overcoming the Daphne-dilemma

R & D MANAGEMENT, Issue 2 2000
Joan E. Van Aken
In this article we discuss the nature and productivity of informal innovation networks, i.e. informal collaborative arrangements between organizations engaged in product or process innovation. Such networks can be used in any phase of the innovation process, but their informal nature makes them especially suited for its fuzzy front end. We explore their potential in technology exchange and learning on the basis of a combination of organization network theory and knowledge management theory. We discuss issues in network governance and network operational management and discuss the basic dilemma , which we named the Daphne-dilemma , facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential. [source]

Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile Telephony

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2007
Koen Dittrich
The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985,2002. The research methodology is a combination of in-depth semistructured interviews and a large-scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable long-term collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks. [source]