Building Innovation Networks: Issues of Strategy and Expertise

Abstract

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.

Modeling alliance activity: an iterated prisoners' dilemma with exit option

“…The alliance has been modeled formally as a prisoners' dilemma (PD) and as a common pool problem (Parkhe, 1993;Parkhe, Rosenthal, and Chandran, 1993;Monge et al, 1998;Das and Teng, 2000). The alliance has been considered descriptively as a dynamic evolving part of a network that balances a firm's portfolio of cooperative and competitive intra-and interindustry interactions (Koza and Lewin, 1999;Das and Teng, 2000;Harris and Coles, 2000;Ireland, Hitt, and Vaidyanath, 2002;Koka and Prescott, 2002). The alliance is most often characterized as an intermediate form of governance; a method of resource access between the spot market for, and the full acquisition of, outside resources (Mitchell and Singh, 1996;Gulati, 1998).…”

Is small really beautiful? A review of the concept of niches in innovation

“…in books by During et al 2001;Oakey et al 2013). They develop specialist technologies and often collaborate with other firms (Pavitt 1990;Dickson et al 1997;Harris et al 2000). Various commentators have suggested taxonomies of NTBF.…”

The Comprehensive Approach for Creativity and Innovation—Enhancement and Sustainability in Social Enterprises

“…The network building strategy for innovation is helpful to set up new projects by means of a system of alliances among/ between various concern firms as partners. This explicit nature of network strategy has enabled these member firms to invest time and resources in the development of specific management expertise in inter-firm relationship building and project management (Harris, Coles, & Dickson, 2000). Networks also made possible the technological innovations along with nontechnical and operational innovations.…”