Managing innovation networks of SMEs: a case study (original) (raw)
Related papers
Setting up innovation networks: the case of a small company in the calibration industry
From the recent studies about open innovation paradigm, it emerges that the choice of the governance mode "right" to cooperate is still an interesting topic. Theoretical frameworks about the topic are available, suggesting the need for coherence among a series of factors and the governance mode to be selected. However, applications on concrete cases are still scarce, above all as concerns small companies. This empirical work aims at increasing this area of knowledge by describing the practical experience of a small company which had to choose the governance mode in order to organize and manage a New Product Development network. The first inconsistency between factors and form of government chosen leads to failure of the network. The next consistency turns failure into success, and this makes the case an interesting example of how to build an external innovation network. Moreover, peculiarities of small businesses emerge. In particular, has shown that some highly integrated governance modes, even if they could be the "ideal choice", are not really feasible for small companies. Strong planning, control and formalization can anyway serve the scope of reinforcing the governance mode in terms of integration and commitment.
Management of innovation networks: a case study of different approaches
European Journal of Innovation Management, 2008
Purpose -The literature includes a vast amount of research on both innovation and business networks; however, the empirical knowledge of their intersection -innovation networks and their management -is still scarce. This empirical study aims at increasing the knowledge of management of innovation networks by mapping characteristics of management approaches of two case companies. These companies operate in the software business and develop their products in inter-organizational networks. Special attention is paid to differences in the management approaches between the case companies. Design/methodology/approach -The present empirical article is based on analysis of two case companies representing very different and contrasting approaches to management of innovation networks. The empirical study is conducted among SMEs in the software business. Findings -As a result of the analysis, several aspects of management of innovation networks are identified and their nature explained. These aspects are: duration of the network; rewards from the network; fundamental meaning of the network; the nature of the networked organization; planning, control, and trust; and hierarchies, authority, and coordination. These aspects are powerful in mapping and explaining the characteristics of innovation network management. Originality/value -Various management practices are suggested and discussed in the context of each of the identified aspects of innovation network management.
The emergence of a conflict in an innovation network initiated by a SME
2010
In order to develop an innovation project, SMEs often need to create a network of alliances with partners who possess complementary resources and competences (technology, customer-distributors, financial partner...). However, these co-operative structures carry a number of risks, in particular relational risks, as such networks are never static and controllable. Tensions between players can lead to conflicts, putting an end to the co-operation and therefore to the innovation project. This article focuses on the relational risks involved in an innovation network that is carried by a SME. It is based on a case study of a small company specialized in the multimedia industry. The originality of this research lies in the longitudinal approach adopted. The innovation process concerned was analysed dynamically, in the course of its development. This made it possible to observe a sudden modification in the environment which affected the evolution of key success factors for the industry, and...
SMEs and Knowledge-Based Innovation Networks
SSRN Electronic Journal, 2014
The hierarchical structure of the conventional organization form was inadequate for the shift towards the customization of product development and global linkages of product markets. In particular, high-tech industry characteristics are short product cycles and rapid market changes. Therefore, network systems defined by long-term relationships are essential to innovation and networks offer a competitive advantage, in terms of innovations. In the era of knowledge economy, high-tech firms are facing dynamic competitive and rapid changes in global marketplaces. They have to emphasize the creation, accumulation, diffusion, transferring and application of knowledge to accelerate product, service and process innovation and value creation to meeting the needs of customers. Therefore, the main research problem for the study is "why should, and how can, companies create and operate knowledge-based innovation networks for value creation and to meeting the needs of customers?" The integrated model can be an easy-to-follow innovation model for high-tech SMEs to address when adopting knowledge-based innovation network. This helps to ensure that the essential determinants and approaches for innovation processes. In other words, from sources of innovation, open innovation, cooperation innovation to innovation network for implementation/commercialization.
SME dependence and coordination in innovation networks
Journal of Small Business and Enterprise Development, 2012
Purpose: The objective of this research is to identify and characterize the coordination systems used by SME hub firms that are in a situation of dependence with respect to other members of their network, taking into account the influence of hub firm size.
Open innovation in SMEs—An intermediated network model
Research Policy, 2010
In spite of increasing interest in open innovation, discussion about the concept and its potential application to the SME sector has been excluded from mainstream literature. However, given that the argument about the effect of firm size on the effectiveness of innovation is still ongoing, it is worth addressing the issue from an SME perspective. That is the focus of this article, which seeks, firstly, to place the concept of open innovation in the context of SMEs; secondly to suggest the input of an intermediary in facilitating innovation; and finally to report accounts of Korean SMEs' success in working with an intermediary. The research results support the potential of open innovation for SMEs, and indicate networking as one effective way to facilitate open innovation among SMEs.
Journal of technology management & innovation
Public funding for Small and Medium Enterprises (SMEs) innovation projects in collaboration with Scientific and Technological Institutions is still incipient in less developed Global South regions. Within the context mentioned above, our objective is to show a network analysis of Industry-University-Research Institute (IUR) interactions promoted by a government program, identifying its structure and dynamics and the influences played by these organisational actors. The results point out that the program presents effectiveness in establishing the IUR interaction network. Moreover, the network presents a scale-free structure, strong clustering and short distances between the actors. Universities lead as the most central actors, followed by research institutes. Despite the growth of the network with the significant entry of new SMEs, there is no evidence that this evolution contributes to improving its network metrics. The conclusions suggest that the network structure and dynamics may imply greater redundancy in the innovation process while allowing greater speed in the flow of knowledge and wider dissemination of knowledge among actors. The hubs (four central universities) in the network suggests an influence as generators and disseminators of knowledge and facilitators of interaction, but they can also limit the dynamics of the search for innovation in the network.