Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks

Abstract

This study examines the management of innovation networks which has enjoyed increased recognition in the marketing literature due to its growing prominence and relevance. By testing a causal model relating network factors to outcomes, the study contributes to theory development on managing innovation at the net level of analysis. Consequently, it contributes to the respective marketing literatures on new product development, open innovation, industrial marketing and its emerging network management sub-stream. It also offers a methodological contribution as respondents include key players from businesses, government agencies, research organizations and universities rather than from only one focal organization as studies in extant literature have predominantly done. Findings are based on 219 responses from Australian high technology networks, namely, information and communications technology and biotechnology/nanotechnology. The study offers valuable implications for marketing managers involved in new product development and innovation concerning strategies for managing their inter-organizational innovation initiatives effectively.

Developing university-business cooperation through work-integrated learning

“…The results confirmed the findings in the UBC literature that coordination is important for UBC (Rampersad et al, 2010). Coordination involved several activities for each placement from initiation where the firm outlined a project; planning whereby a work plan was completed and signed by the industry supervisor, student and university supervisor; execution of the project by the student; monitoring by the industry and university supervisors; and closing through reflection and evaluation by student and industry supervisor.…”

“…Industry supervisors particularly emphasised the importance of regular planning activities. Students also confirmed the need for moderate coordination that is not too rigid (Rampersad et al, 2010). This allowed them to demonstrate initiative whereby they can offer solutions rather than being overly directed through each step.…”

“…The term refers to the overseeing and management of every stage of the interaction between a university and a firm, from the initial engagement to the delivery of the outcomes and termination of the collaboration (Morandi, 2013). Rampersad et al (2010) adds that coordination in a UBC context requires objectives, a moderate degree of formality and a single figure of authority that manages the interaction. However, they maintain that coordination should not be excessively rigid so that innovation is hindered to the point that stakeholders spend excessive time in reporting at the expense of innovating.…”

Managing Innovation Clusters: A Network Approach

“…These complex, hybrid, strategic networks have also recently been the subject of an emerging theory on network management (Dhanaraj & Parkhe, 2006;Ford, Håkansson, Snehota, & Gadde, 2002;Jacobides, Knudsen, & Augier, 2006;Möller & Rajala, 2007;Rampersad et al, 2010b;Teece, 1986). Surrounding this emergence, has been an ongoing debate among network researchers about whether networks can (and indeed should) be managed and the degree to which they are open to similar 'orchestration'.…”

Gestão ágil de redes de inovação auto-organizadas

“…Existe pouca discussão sobre como projetar e gerenciar operações na rede de inovação (DHANARAJ e PARKHE, 2006;SMART, BESSANT e GUPTA, 2007;MOLLER e SVAHN, 2009;LEVÉN, HOLMSTRÖM e MATHIASSEN, 2014), sendo que a maioria existente foca na gestão da inovação em uma única empresa e não visualiza a influência da gestão na rede como um todo (RAMPERSAD, QUESTER, TROSHANI, 2010;LEVÉN, HOLMSTRÖM e MATHIASSEN, 2014). …”