Technological Public–Private Innovation Networks: A Conceptual Framework Describing Their Structure and Mechanism of Interaction

Innovation management planning: design of a maintenance concept innovation management system

“…In case collaborators invest organizational resources in the innovation effort, these should be communicated to the sponsor (Erzurumlu, 2017;Troilo et al , 2017;Rinkinen and Harmaakorpi, 2018). An estimation of investments of the partners or institutions in the innovation effort and the division of potential profit and intellectual property should be indicated (Morrar, 2015;Mulyaningsih et al, 2016;Takey and Carvalho, 2016). During the development process, the sponsor approves or terminates the innovation effort (Malik & Bergfeld, 2015).…”

“…Institutions can influence the market by enabling or constraining innovations (Cajaiba-Santana, 2014). Examples of institutions are universities, public research centers, and public administration offices (Morrar, 2015). Enabling factors can be in the form of knowledge factors, such as intellectual property, technical competencies, and education, or financial factors, such as funding, providing incentives, and providing procedures to mitigate financial risks (Dubina et al, 2017;Maritz et al, 2014;Morrar, 2015;Somers & Stapleton, 2014;Tariq et al, 2017).…”

“…organization (Binz & Truffer, 2017;Cajaiba-Santana, 2014). The ILT reports directly to the ministry of I&W, which is a public administration office (Morrar, 2015).…”

“…In 2009 ProRail introduced performance-based contracts, leading to the SP and her competitors obtaining the responsibility to improve railway infrastructure performance. The introduction of the new contract form enables the SP to innovate, due to financial factors (Cajaiba-Santana, 2014;Dubina et al, 2017;Maritz et al, 2014;Morrar, 2015;Somers & Stapleton, 2014;Tariq et al, 2017). Prior to the performance based contracts, competitors were appointed a contract area and performed actions as described by ProRail.…”

Governance dynamics and the quest for coordination in pluralistic agricultural advisory systems

“…An intervention to create an advisory network and address the issue of coordination and governance of advisory services is described and discussed. Using a conceptual framework related to the effectiveness of innovation networks (Morrar 2015), the findings from surveys and workshops with stakeholders and advisory organisations involved in the intervention found that whilst the establishment of the innovation network assisted in achieving consensus to avoid duplication and inconsistent advice, challenges remain. These included the level of collaboration and interaction required, as well as the applicability and effectiveness of the different incentives and arrangements made with the public and private actors, such as the different levels of investment of resources.…”