Innovation Management Challenges of a System Integrator in Innovation Networks

Abstract

The paper describes findings from a multiple case study about the innovation management challenges of a system integrator (SI) whose operation is characterized by a high demand of innovation and whose focus of integration capabilities is, accordingly, changing from component assembly to knowledge integration. The study involved six diverse case firms, and it applied the methodology of qualitative research. Innovation networks orchestrated by the SI were categorized, according to the way in which knowledge and intellectual property (IP) were explored and exploited in the network, to sourcing (transaction) and co-creation types of networks. The research question of the study was, what aspects of sourcing networks and of co-creation networks support or hinder networked innovation from the viewpoint of a SI and innovation management? After iteratively addressing the lessons learned from literature and empirical case findings, sets of supporting and hindering aspects were presented as implications of the study.

Interfacing Intellectual Property Rights and Open Innovation

“…Furthermore, flexibility, which is the starting point of open innovation, is an exception according to contract law and unclearly defined contract terms can be interpreted as no contracts at all. (Nystén-Haarala et al 2010).…”

New business models for public innovation intermediaries supporting emerging innovation systems: The case of the Internet of Things

“…In terms of activities, PIIs facilitate the match between research and industry by mapping the skills and knowledge of the two sectors and by providing opportunities to bring them together, for example through publicly funded applied research projects or staff exchanges (Alexander and Martin, 2013;Villani et al, 2017). In terms of competences, since public funding of such intermediaries is justified by the need to address industry interaction failures, PIIs need to be able to 'speak the language' of both basic and applied research (Wright et al, 2008; on multivocal agents see Russo and Rossi, 2009): hence, they generally possess both research and industrial development skills, usually related to their target sectors (Paasi et al, 2010;Smedlund, 2006), together with knowledge of the local context (Smedlund, 2006;Villani et al, 2017). They also need specialised skills in negotiation, contract development (Howells, 2006), and intellectual property management (Chau et al, 2017: Paasi et al, 2010 to manage research projects involving both public and private stakeholders (Alexander and Martin, 2013;Smedlund, 2006).…”

Innovation Enablers for Innovation Teams - A Review

“…On the other side, research shows that companies tend to overestimate the risk of losing intellectual property while underestimating the benefits of exchanging ideas with external partners (Stempfle, 2011). However, when starting up new joint innovation projects, one strategy may be to avoid putting too much emphasis on details in contracts, which kills innovation, rather securing the collaboration as some kind of agreement providing trust in such innovation work (Paasi et al, 2010). Culture.…”