Networks of innovators :A review and introduction to the issue

DeBresson, Chris; Amesse, Fernand

doi:10.1016/0048-7333(91)90063-v

Cited by 448 publications

(163 citation statements)

References 48 publications

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“…There are many definitions of innovation networks (see DeBresson andAmesse 1991, Freeman 1991). The one offered by Tijssen (1998) captures the most important points of the network mode.…”

Section: Network and Network Formationmentioning

confidence: 99%

Technological innovation and interfirm cooperation: an exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna

Fischer

Varga²

2002

IJTM

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This paper centres around two research questions: first, the identification of five types of networks that manufacturing firms located in the metropolitan region of Vienna may have created for different purposes; and second, the question to what extent the likelihood of interfirm cooperation is conditioned by the general profile of manufacturing establishments and their technological resources. Although this paper focuses on the manufacturing sector a special emphasis is placed on the electronics industry. The study utilizes a recent postal survey providing data on size and organization, products and markets, research and development, innovation and interfirm relationships. The analysis of the first question finds that: first, networking does not yet seem to be a popular managerial and organisational concept for manufacturing firms located in the metropolitan region of Vienna; second, networking activities are primarily based on vertical relationships (customer, manufacturer supplier and producer service provider networks) rather than on horizontal linkages (producer networks, industry-university linkages); third, networks focusing on the later stages of the innovation process are less common than those focusing on the earlier stages; fourth, firms tend to rely on sources of technology from national and -especially -international networks. It appears that metropolitan networking is less common than has been thought. For technical advance spatial proximity does not seem to be very important. Turning to the second research question of the study, focusing on the adoption of the managerial and organizational concept of networking, the results are bolstering the argument that establishment traits and technology related-capabilities do play a role. The results achieved reveal, for example, that in-house research skills are a very good predictor for industry-university relationships. AcknowledgementsThis study draws on work undertaken in close cooperation with the University of Hanover, the Royal Institute of Technology in Stockholm and the Polytechnical University of Catalonia in Barcelona to analyze regional innovation potentials and networks in metropolitan regions. Vera Mayer, Walter Rohn (both Austrian Academy of Sciences) and Ingo Liefner (University of Hanover) have provided fundamental help in conducting the postal survey in the metropolitan region of Vienna. Helpful comments on the manuscript by two anonymous referees have been highly appreciated. 1 Technological Innovation and Interfirm CooperationAn exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna Keywords: Electronics, Manufacturing, Innovation, Networking, Regional Innovation Systems AbstractThis paper centres around two research questions: first, the identification of five types of networks that manufacturing firms located in the metropolitan region of Vienna may have created for different purposes; and second, the question to what extent the likelihood of interfirm cooperation is conditioned by ...

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“…There are many definitions of innovation networks (see DeBresson andAmesse 1991, Freeman 1991). The one offered by Tijssen (1998) captures the most important points of the network mode.…”

Section: Network and Network Formationmentioning

confidence: 99%

Technological innovation and interfirm cooperation: an exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna

Fischer

Varga²

2002

IJTM

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“…If the firm is more central in the industry network, it will have more opportunities to communicate with peers, thus leading to preferred access to information and opportunities to grow social capital. This collective social capital can enhance the likelihood of returns (Lin, 2008), increase efficiency (Burt, 1992) and effectiveness (Gabbay & Leenders, 1999), reduce innovation time and costs (Marinova & Phillimore, 2003), thus positively impact long-term firm performance and outweigh the immediate cooperation costs (DeBresson & Amesse, 1991;Zhou, Wu, & Luo, 2007). In such a network, more central positioning (locally or globally) generates visibility and reputation and, thus, facilitates timely access to information and resources.…”

Section: Degree Centrality and Firm Performancementioning

confidence: 99%

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

Yun

Gloor²

2015

Comput Math Organ Theory

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“…Networks have been identified in systems and marketing (Håkansson, 1989(Håkansson, , 1992Forsgren et al, 1995); collaboration of small-scale enterprises and or entrepreneurship (Johannisson, 1987;Larson, 1992); industrial geography (Grabher, 1995;Piore and Sabel, 1984;Putnam, 1993), and supplier-user relationships (Burnes and New, 1997;DeBresson and Amesse, 1991;Provan, 1993;Provan and Gassenheimer, 1994). While some writers look at substantive aspects of networks (such as Ebers, 1997;Ebers and Grandori, 1997;Grandori and Soda, 1995), other researchers consider different theoretical approaches (such as Blankenburg and Johanson, 1992).…”

Section: Networkmentioning

confidence: 99%

“…During the 60s and 70s, sociologists used networks to understand norms, exchanges and power. Since the 80s, the 'network' concept has become more fashionable in the social sciences applied to business (DeBresson and Amesse, 1991;Jarillo and Ricart, 1987;Jarillo, 1988;Nohria, 1992).…”

Section: Networkmentioning

confidence: 99%

Trust as Networking Knowledge: Precedents from Australia

Porras

Clegg

Crawford

2004

Asia Pacific Journal of Management

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Abstract. Trust, rather than being simply a resource for establishing collaborative relationships between organizations, is an essential component of their constitution. At base, trust involves interpersonal relations of a specific type. These are relations where there is sufficient probability that a person or organization with whom one is in contact will perform an action that is beneficial, or at least not detrimental, for one to consider engaging in some form of cooperation with this person or organization in the future. Trust establishes situations in which participants in collaboration have a long-term and recurrent relationship. Where trust exists, organizations are more willing to collaborate with other organizations on a more reciprocal basis. Trust is especially important when collaboration takes place between competitors because the risk of opportunistic behaviour is higher. Where organizations share resources and information openly with other participants they will seek to reduce opportunistic behaviour through the mutual understanding and goodwill of parties. However, trust is not static; it is a dynamic process that evolves according to the development of the relationship, as one in which the more long-term the relationship, the greater the trust. In this paper, we will present the impact of trust on business networks and examine how their members developed knowledge through networking.

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Networks of innovators :A review and introduction to the issue

Cited by 448 publications

References 48 publications

Technological innovation and interfirm cooperation: an exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna

Technological innovation and interfirm cooperation: an exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

Trust as Networking Knowledge: Precedents from Australia

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