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This article investigates the role of networks in new product development by reporting on a contemporary case study of a rm in the defence electronics sector. A speci c focus is the development and ongoing management of a network that comprises a number of formal inter-rm strategic alliances. The paper begins by reviewing earlier literature on technology strategies for innovation that has identi ed a key role for inter-rm networking in the organization and management of new product development. We then consider the related issue of the relevant management expertise, which enables rms to adopt a network approach to their strategy for innovation by developing a competence in the process of network building. In this particular case study the critical issue centred upon the extent of the internal resources in terms of time and personal eÚort that was devoted to building trust and actively managing various inter-rm relationships over time. The article concludes that while inter-rm networking can facilitate new product development across rm boundaries, it is not a panacea for success. Whilst nancially successful in terms of product and market development, the networking strategy has also set up problems within the particular case study rm in terms of resourcing and managing the very growth that has been generated.

Analysis of potential risks is fundamental to technology development, but the definition and control of such risks are often problematic. This paper examines the issues concerned, aiming for an improved understanding of how the evaluation of risk shapes the emergence of new technology. The paper highlights different firm strategies taken towards evaluating risky technology, working from the micro-level of project management, and drawing on relevant qualitative case studies. Some contributors call for a meshing of analysis of macro-level technology policy objectives with an understanding of the micro-level activity of project planning. However, it is concluded that this can only be facilitated by first improving our understanding of theoretical perspectives and risk assessment practices at the firm level, since the firm remains critical to the generation and evaluation of new technology.