Organisatorische Vielfalt und Innovativität von KMU-Netzwerken: Ein bundesweites Screening

Governance Framework for the Operation of Focal-Organized, Self-Financed Research Networks

“…By analyzing more than 200 corporate networks standardization was identified as one of the key factors concerning the success of innovations. Formalized rules and defined processes help using existing resources more efficiently [25]. Furthermore, the study shows that centralization has neither good nor bad influence on the innovative capability [25].…”

“…Formalized rules and defined processes help using existing resources more efficiently [25]. Furthermore, the study shows that centralization has neither good nor bad influence on the innovative capability [25]. However it is shown that centralization of decision making processes in one focal authority or "hub-corporate" leads to a more stable network [25].…”

“…Due to the international background of network partners face-to-face contact is not economical and communication needs to be supported by media tools [34] [35]. Furthermore, the partners are bounded to the network by contracts [25] [1]. The research cooperation is designed for long-term collaboration as 35% of all networks are [1].…”

“…LITERATURE REVIEW The failing of cooperations can be reduced on uncertainties in the organization of networks [10] [19] [21] [25]. In practice the long term orientation of resources concerning the network goals is missing.…”

“…Failing is even more likely than succeeding [22] [23]. This observation can be reduced on interorganizational rivalries, insecurities concerning management tasks, missing competence management, increasing number of members and thereby increasing organizational complexity [10] [24] [11] [14] [25]. Another problem is opportunistic behavior, which means that partners take advantages of the network without contributing or sharing resources themselves [14] [26] [27] [28] [29].…”