Innovating Through Knowledge Networks: A Case Study (original) (raw)
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KNOWLEDGE PROCESSES IN NETWORKS AIMED AT INNOVATION
warwick.ac.uk
Although there is a growing body of literature on the link between innovation and knowledge processes little is known about the dynamics of this relationship within complex organizational networks. In this paper, we first present an overview of the current literature on the knowledge -innovation link. We also present the results of an in-depth case study within a network of European advanced technology companies. The network was set up among 40 partners, including aerospace manufacturers, airline operators, maintenance providers, research institutes and universities. The network is strongly geographically distributed across the whole of Europe and is complex due to the high levels of diversity among its members in terms of background, culture and interests. The network aims for innovation and knowledge sharing and cooperation present significant challenges. Data were gathered using different methods. Interviews were held with strand leaders and other project officers and an online survey was administered among the members of the network. The survey focused on the needs and preferences of different members in the network with regard to preferences in modes for collaboration and knowledge exchange. Our results provide a detailed description of an actual network of companies that aim for innovation. In order to optimize innovation processes we conclude that it is important to know when to depend on tacit knowledge or when more explicit knowledge may suffice. Specific management strategies for hub firms within network structures are also needed as these play a pivotal role for the innovation process. More research is needed in this area, especially with regard to the management of knowledge mobility, innovation appropriability and network stability.
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.
Using Knowledge Networks To Support Innovation
The Innovation Process has a distinct life cycle and involves a wide array of role-players. These role-players should be connected in way that promotes knowledge exchange between them. To achieve this, several modern approaches to Knowledge Management are available, but very few of these grasp the complexity of Innovation. Integrated Knowledge Networks do however offer a viable option, as they encompass a number of organizations, people and resources and the relationships between them. Integrated Knowledge Networks are supported by an architecture that combines organizational and technological elements. This allows for the design of an Information System that supports the Innovation Process. This study develops an architecture specification that functionally describes the aforementioned Information System. Using this architecture specification as a guideline, the Information System is designed with the use of an online content management toolset.
Knowledge Networks for Managing Innovation Projects
Innovation is important for competitiveness. It thrives on the availability of NEW public and private domain knowledge. Thus the ability to access, analyze, synthesize, share, and re-use knowledge is important. These activities grow the available pool of knowledge. It also facilitates learning from mistakes, capturing and enhancing opportunities for future innovation. Formally networking resources improves the ability of any participating enterprise to use/re-use knowledge, in a growing knowledge base. Such a "Knowledge Network” (KN)' enhances knowledge sharing between individuals, groups, and organizations in informal and formal ways. How to successfully design and deploy a successful KN is a challenge and has been researched in the past decade. It requires understanding of social processes and how people learn and share knowledge. KN management requires a proactive, systematic approach to the planning and deployment of formalized networks for knowledge creation and transfer. It includes promoting and improving conditions to cultivate informal and formal networking within a larger network of enterprises. This paper presents a refined methodology for initiating, deploying, managing and operating an Innovation Project KN within the Global Competitiveness Centre in Engineering of the Stellenbosch University. The network involves about 300 users, some 180 projects, and 50 odd generic roadmaps and resides collectively on 6 servers in 4 countries. It incorporates concepts of generic, partial and specific roadmaps, best practise, templates and examples and allows individual teams to capture knowledge about specific projects and expertise in context for later re-use.
Innovation – The importance of knowledge networks
2017
The global social and economic changes that could be felt in the past decade forced the players of the public and private sector to base their decision making mechanisms on information of better quality while reacting to the challenges of the era. The actuality of our paper lies in the fact that the need to have punctual information disclosed about the single organisations, sectors of the national economy and the innovation activity as well as the features of the entire economy is more and more underpinned by recognising the economic role of innovation. In our paper we present the role of knowledge networks activity of the Hungarian agricultural machinery manufacturers in the innovation process efficiency. The conclusions of our paper are based on the examination results of questionnaires and in-depth interviews that were carried out at 58 Hungarian agricultural machinery manufacturing companies.
Characteristics and performance of knowledge networks in the biotechnology sector
Revista de Administração Contemporânea, 2013
Esta pesquisa teve como objetivo analisar as propriedades e tipologias de uma rede do setor da biotecnologia em relação aos seus relacionamentos, atributos e desempenho em pesquisa e produção de inovações. Para este fim, escolheu-se, como campo empírico, a Rede Nordeste de Biotecnologia, usando-se, para tanto, relatórios de patentes produzidas pela rede como fonte de dados. A fim de acompanhar as redes de relacionamento entre os membros, grupos, instituições e projetos, ferramentas de análise de redes sociais foram utilizadas, dessa maneira, tornando possível a construção de matrizes de relacionamento entre laboratório e empresas e, por último, entre pesquisadores. No total, foram identificados 117 pesquisadores, distribuídos em 18 centros de pesquisa e 47 laboratórios ou empresas. Seus projetos estão distribuídos em três áreas principais: agricultura, indústria e saúde, sendo a última a mais forte das três áreas, com mais patentes produzidas e mais instituições envolvidas em pesquisas. A fraca densidade apresentada pela rede em foco, em todos os níveis de análise, reforça a necessidade de estratégias de integração e indica a possibilidade de novas relações entre os agentes que ainda estão isolados. No entanto, isso não diminui a sua importância para o desenvolvimento econômico na região em que atua.
www.ssoar.info A strategy for analysis of idea innovation networks and institutions
2019
The perspective of this paper is that variation in commercially successful radical product/process innovations among science-based industrial sectors can be explored by focusing on idea innovation networks. Idea innovation networks have six arenas reflecting research basic research, applied research, product development research, production research, quality control research, and commercialization/marketing research. The paper develops two interrelated hypotheses. The first is that the greater the diversity of competencies or knowledges that are connected with frequent and intense communication within an arena and the greater the size of the arena, the greater the likelihood that radical innovations will emerge. The second hypothesis involves the same kind of logic: if radical solutions are to occur in more than one arena, there must be intense and frequent communication among the different arenas involving radically new ways of thinking. Radical research solutions in one arena usua...
Innovation networks enable agents (individuals, firms, universities, etc.) to pool, exchange, and jointly create knowledge and other resources. By providing network members access to a wider range of resources than individual members possess, innovation networks can enable members to achieve much more than they could individually. I provide an overview here of what innovation networks are and why they matter. I then discuss some of the key factors that have been found to influence the degree to which networks can improve the innovative outcomes of their members.