Transformation Networks in Innovation Alliances – The Development of Volvo C70

Abstract

This paper addresses an important gap in the literature intersection between network theory and networked innovation by developing a theoretical framework on how to leverage learning alliances across extra-and intra-corporate levels to support both exploration and exploitation of innovation to secure its creation and its implementation. A detailed case of the Volvo C70 development is analysed with focus on how the full innovation from exploration to exploitation of innovation seem to rely on fundamentally different types and structures of networks. Our detailed description and analysis of how a 'transformation network' was established and operated across different organizational levels to secure not only transfer, but also transformation and integration of knowledge into commercialized innovation makes an important contribution to extant theory on inter-organizational knowledge transfer and networking.

Decoding network dynamics

“…Additionally, the manipulation of relationships, e.g. using relationships to exploit and develop new resource combinations (Harryson, Dudkowski, & Stern, 2008;Powell, Koput, & Smith-Doerr, 1996) highlights the importance of maintaining network position which signifies a firm's ability to acquire information and access complementary resources (Johanson & Mattsson, 1992;Tsai, 2001;Zaheer & Bell, 2005). Although the concept of network position appears to be static, the concept permits the study of actors' efforts at certain points in time to change or preserve their positions in networks, through the roles they play (Anderson, Havila, Andersen, & Halinen, 1998).…”

How Do Contractors Select Suppliers for Greener Construction Projects? The Case of Three Swedish Companies

“…A tightly-coupled system is needed to overcome this problem [76]. Although the knowledge acquired from strong ties based on high levels of trust, extended timeframes and close relationships is unlikely to be innovative [82], these ties do facilitate innovation [81]. In the case of green projects, which require co-innovation and knowledge sharing between contractors and suppliers, partnering can be beneficial.…”

“…The firm's knowledge and capability is embedded in the various networks of people, tools and tasks [80]. The firm's knowledge, capability, scope, content (tacit or explicit) and social ties between transferor and recipient are important factors for knowledge transfer [81]. Since the core of knowledge sharing is interaction among individuals [82], knowledge sharing can be improved by exploiting the skills of network members by transferring knowledge within and across firms [83].…”

O papel das redes de transformação no processo de inovação: estudos de caso sobre a descoberta e a comercialização da inovação

“…Almejada pelas empresas, sua prática passou a ser um grande desafio, pois a própria literatura sobre o assunto (AHUJA, 2000;CHESBROUGH;GARMAN, 2009;HARRYSON;DUDKOWSKI;STERN, 2008) aponta as dificuldades em se estabelecer práticas que possam auxiliar esse processo. Neste contexto, as redes de inovação ganham importância nos estudos acadêmicos, uma vez que uma organização, isoladamente, nem sempre tem acesso a todos os recursos necessários, além da difícil escolha entre focar em suas competências principais ou diversificar, explorando novas oportunidades de mercado.…”

“…A literatura (MARCH, 1991;BENNER;TUSHMAN, 2003;GRANT;BADEN-FULLER, 2004;GILSING;DUYSTERS, 2008;HARRYSON;DUDKOWSKI;STERN, 2008) identifica dois tipos principais de redes -exploração e aplicação. Exploração inclui busca, descoberta e experimentação para a geração de novos conhecimentos, enquanto aplicação diz respeito à seleção, aperfeiçoamento, utilização e aplicação dos conhecimentos existentes.…”