Mapping Patterns of Co-innovation Networks

Abstract

In recent decades a significant research effort has focused on the role of innovation in giving enterprises a competitive advantage, and of socioeconomic growth in general. Using the debate about systems as frameworks for innovation and the mapping of stages of innovation as our starting point, this paper aims to introduce an approach to understand the role of different types of co-innovation networks in terms of their capacity to generate novelty in terms of processes and products. The paper's empirical section is based on one case study about Portugal's largest highway concessionaire.

Managing Open Innovation Project Risks Based on a Social Network Analysis Perspective

“…Second, provides organizations a way to quantify and verify how much does a more, or a less centralized collaborative network structure-regarding communication, control, dependency and feedback degrees, measured by the application of social network analysis centrality metrics as result of the formal and informal dynamic collaborative interactions-positively, or negatively influences collaborative project´s outcome. This will enable to argument in a more data-driven way, research that defends the fundamental role for innovation and performance, of formal and informal networks in organizations [13,17,18,31] and research that points in other direction, defending that other factors-rather formal and informal organizational networks of collaboration-are of more importance for innovation and performance in organizations [2].…”

Applying Social Network Analysis to Identify Project Critical Success Factors

“…Both are strongly influenced by how an organization´s core apex guides and motivates the whole organizational structure in order to overcome some major constraints, such as geographic barriers, time zones, functions, and cultures [3] Several authors and researchers argue that performance and innovation are strongly dependent on the ability of how organizations are able to work in networks of collaboration [4][5][6][7][8]. Research shows that networks of collaboration positively contribute to gaining competitive advantages [4,6], are a powerful source of innovation [9,10]-especially if they include human diversity [11][12][13][14], and increase performance if they are efficiently distributed across organizational functions, geographies, and technical expertise domains [15]. Adding to this, latest research shows that if organizations want to increase the chances of achieving a sustainable competitive advantage, managers should adopt an ambidextrous leadership style [16][17][18][19].…”

Proposal for a Comprehensive and Integrated Model of Support for the Development of New Products

“…These authors also found that through this shared innovation, can benefit the value chain to the customer, this sorting model of win-win, thus enhancing the new product from the market. About this theme Lee et al (2012), argue that the co-innovation represents a new paradigm of innovation where new ideas and approaches from different internal and external sources are integrated into a platform in order to generate new organizational and values shared network (Urze and Abreu, 2016). Yet according to the authors, the core of coinnovation includes engagement, co-creation and the great experience of value creation (Camarinha-Matos et al, 2008;Abreu and Camarinha-Matos, 2011).…”

“…According to Karniel and Reich (2009), NPD processes are crucial for the existence of competitive business and firms, being one of the determinant factors of business success (Kim et al, 2008). Furthermore, the ideas about innovative products must be implemented by firms and brought to market as quickly as possible, in order to gain competitiveness in the global market (Raehse 2012;Urze and Abreu, 2016). But the innovation that supports NPD is not a path free of difficulties, and the failure of an idea or a project that initially seems destined for success, can be one of the possible destinations.…”