2000
DOI: 10.1111/1467-9310.00164
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Managing learning in informal innovation networks: overcoming the Daphne‐dilemma

Abstract: In this article we discuss the nature and productivity of informal innovation networks, i.e. informal collaborative arrangements between organizations engaged in product or process innovation. Such networks can be used in any phase of the innovation process, but their informal nature makes them especially suited for its fuzzy front end. We explore their potential in technology exchange and learning on the basis of a combination of organization network theory and knowledge management theory. We discuss issues i… Show more

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Cited by 90 publications
(52 citation statements)
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“…This risk diminishes if there is previous experience of developing cooperation agreements, especially between the same partners, as this past experience generates mutual understanding and trust which fosters the creation of more flexible control structures in future cooperation (Gulati, 1995;Ring & Van de Ven, 1992Rodenbach & Brettel, 2012). Van Aken and Weggeman (2000) state that informal cooperation agreements are based more on trust and mutual understanding than on legal obligations. Therefore, we believe that a certain amount of existing previous trust among partners is necessary in creating cooperation agreements with more flexible structures.…”
Section: Resultsmentioning
confidence: 99%
See 1 more Smart Citation
“…This risk diminishes if there is previous experience of developing cooperation agreements, especially between the same partners, as this past experience generates mutual understanding and trust which fosters the creation of more flexible control structures in future cooperation (Gulati, 1995;Ring & Van de Ven, 1992Rodenbach & Brettel, 2012). Van Aken and Weggeman (2000) state that informal cooperation agreements are based more on trust and mutual understanding than on legal obligations. Therefore, we believe that a certain amount of existing previous trust among partners is necessary in creating cooperation agreements with more flexible structures.…”
Section: Resultsmentioning
confidence: 99%
“…Trust among partners plays an essential role in cooperation agreements (Van Aken & Weggeman, 2000). From an organisational perspective, Axelrod (1984) andZucker (1987), together with other authors, see trust between cooperating firms as an expression of assurance between the different parties or an exchange of some sort (a type of trust that will not be placed at risk by the actions of the other party).…”
Section: Partner Trustmentioning
confidence: 99%
“…That is, it requires a certain amount of assets to be developed over time (as knowledge, values and relationships). This result, in relation to the fact that research about informal information networks have lagged behind, compared with studies of formal innovation networks, such as alliances, as also pointed out by van Aken & Weggeman (2000), points out the relevance of initiating studies about how relationships to external learning partners are created and developed, and what the prerequisites are for establishing and developing such relationships on an individual, a group and a corporate level. In this study, one prerequisite identi® ed, which immediately appeared as important, was that companies have to reveal something about themselves in order to motivate external partners to be integrated in their PD.…”
Section: Conclusion and Future Researchmentioning
confidence: 77%
“…For Van Aken and Weggeman (2000), every organisation or individual is involved in some form of network, but some structural and managerial aspects determine the formation of networks in the environment, which can, according to Hutt et al (2000), present a higher density ratio from actors who engage in horizontal and vertical alliances in search of congruent goals. For Fensterseifer et al (1997), strong conceptual evidence of networks is presented in the identification of partnerships, cooperation, association and complementarity between organisations and individuals, assuming that in the current business environment, no company, small or large, is independent and self-sufficient.…”
Section: Network Theory and Analysis Of Social Networkmentioning
confidence: 99%