Network analysis for science and technology management: Evidence from tuberculosis research in Fiocruz, Brazil

Fonseca, Bruna de Paula Fonseca e; Silva, Marcus Vinícius Pereira da; Araújo, Kizi Mendonça de; Sampaio, Ricardo Barros; Moraes, Milton Ozório

doi:10.1371/journal.pone.0181870

Cited by 18 publications

(22 citation statements)

References 36 publications

(36 reference statements)

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“…The results of social network analysis may assist in the management of health innovation activities, as suggested by Fonseca et al [9] for research and innovation related to tuberculosis, and by Morel et al [10] for neglected disease research, both in Brazil. For example, the network might enable decision-makers to identify organisations playing central roles, or located at critical network positions, and to identify collaborative groups [10].…”

Section: Implications For Innovation Managementmentioning

confidence: 99%

“…The benefits of collaboration and knowledge networks, for health innovation broadly, have been recognised; collaboration is essential for addressing complex health problems involving multiple stakeholders through innovation that draws on multiple disciplines [8]. Collaboration networks have been proposed and studied as tools to support strategic planning for, and implementation and management of, developing countries' efforts to address neglected diseases [8,9,10]. Analysis of such networks can form a basis for monitoring and evaluation of research productivity and the outcomes of decision-making and interventions, as well as for tracking institutional development [9].…”

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confidence: 99%

“…Collaboration networks have been proposed and studied as tools to support strategic planning for, and implementation and management of, developing countries' efforts to address neglected diseases [8,9,10]. Analysis of such networks can form a basis for monitoring and evaluation of research productivity and the outcomes of decision-making and interventions, as well as for tracking institutional development [9]. The status and contributions of collaborative science and innovation networks can inform science and technology policy and management [9,11,12,13].…”

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confidence: 99%

“…Analysis of such networks can form a basis for monitoring and evaluation of research productivity and the outcomes of decision-making and interventions, as well as for tracking institutional development [9]. The status and contributions of collaborative science and innovation networks can inform science and technology policy and management [9,11,12,13].…”

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confidence: 99%

“…Lander [12] investigated the role of sectors in Canada's infection and immunity network, while Chinchilla-Rodríguez et al [14] examined collaboration patterns in medical research as a way to establish the scientific capacity of countries in South America. Fonseca et al [9] assessed the evolution of a tuberculosis research and innovation network in Brazil, focusing on the activities of a large and geographically distributed public health institution, and with a view to generating evidence to support its science and technology management. McKelvey and Rake [15] found that companies' links to biotechnology companies and academic institutions within their co-publication network supported product innovation in pharmaceutical cancer research.…”

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confidence: 99%

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Medical Device Innovation in South Africa: Evolution of Collaboration Networks (2001-2013)

Jager

Chimhundu

Saidi

et al. 2019

SAJIE

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The evolution of medical device development in South Africa was investigated for the period 2001-2013. Collaboration networks for four sectors-academia, healthcare, industry, and science and support-were derived from a bibliometric study. Centrality measures identified dominant institutions. New actors entering the networks either exhibited preferential attachment to these institutions, or joined the network as part of an isolated cluster. Of the new institutions, foreign collaborators seldom stayed beyond five years, while local institutions seldom left after entering the field. Over the 13-year period, local collaboration activity persisted, while local-foreign collaborations were seen to decline. Over time, the network topology became more akin to that of a small-world network. The findings of the study may support innovation management by guiding institutional strategies for effective collaboration. OPSOMMING Die ontwikkeling van mediese toestelle in Suid-Afrika is ondersoek vir die periode 2001 tot 2013. Samewerkingsnetwerke vir vier sektore, naamlik die akademici, gesondheidsorg, die industrie en wetenskap en ondersteuning, is afgelei vanuit ŉ literatuurstudie. Sentraliteitmaatstawwe het die leidende instansies identifiseer. Nuwe rolspelers wat die netwerke betree het, het ŉ voorkeur getoon om saam met hierdie instansies te werk of het by die netwerk aangesluit as ŉ geïsoleerde groep. Onder die nuwe rolspelers het buitelandse medewerkers selde vir langer as vyf jaar betrokke gebly. Daarteenoor het plaaslike medewerkers selde die veld verlaat. Plaaslike samewerking het oor die verloop van die 13 jaar volgehou, maar internasionale samewerking het afgeneem in die tydperk. Met die verloop van tyd het die netwerk-topologie tot ŉ netwerk soortgelyk aan ŉ klein-wêreld netwerk ontwikkel. Die bevindinge van hierdie studie mag die bestuur van innovasie ondersteun deur institusionele strategieë vir effektiewe samewerking te begelei. 1 INTRODUCTION Developing countries such as South Africa rely heavily on the importation of medical devices [1]. However, many of their citizens lack access to these devices due to various environmental, financial, and societal barriers [2]. Local development and production of context-appropriate medical devices, based on identified needs, is considered a way to overcome these challenges, increase access to devices, and ultimately, to improve health [3, 4, 5]. Medical device innovation is a cross-disciplinary endeavour, often involving collaboration across different sectors. The World Health Organization [5] has suggested that the development of health products for local needs relies on the combination of identifying health needs, providing a research base, and gaining support from industry. This aligns with the findings of Hicks and Katz [6], in which

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Section: Implications For Innovation Managementmentioning

confidence: 99%

mentioning

confidence: 99%