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Management of innovation networks by Mind Map: Management of innovation networks
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Management of innovation networks

There is a clear pattern of growth in R&D partnerships in the economy (Haagedoorn, 2002). This is due to increased scientific and technological complexity, higher uncertainty surrounding R&D, increased costs of R&D projects, and shortened innovations cycles that favour collaboration (Haagedoorn, 2002). These partnerships, according to Hagedoorn (2002), enable companies to learn from variety of sources and partners in a flexible setting of (temporary) alliances for various company activities across the value chain. THERE IS AN IMPORTANT TREND OF DECENTRALIZATION OF THE ORGANIZATION DUE TO THE USE OF ICT WHICH LED TO THE CREATION OF VIRTUAL ORGANIZATIONS (INNOVATION NETWORKS WORK VERY SIMILAR) THERE IS A DISCUSSION IN THE LITERATURE WHETHER MANAGEMENT OF INNOVATION SHOULD BE RIGID (CONTROLLED) OR FREE (CREATIVE) IMPLICATIONS 1. NO EMPIRICAL KNOWLEDGE ABOUT MCS IN R&D NETWORKS 2. TWO DIFFERENT VIEWS (RIGIC VS FREE) 3. TWO DIFFERENT OBJECTIVES (PROFIT VS SELF-FULFILLMENT)

B. Innovation Management (nico)


Organizational creativity and innovation rely on creative and innovative managers and processes

Human Resources

Shani, Chandler, Coget and Lau, Behavior in Organizations: An Experiential Approach, 9th Edition, Irwin, 2009



Marketing course notes 2009

R&D performance measurement

Federico Frattini 2008

Knowledge management

D. Existing models for Management of innovation networks (naty)

  All aspects of networks can never be managed and controlled by the focal company, and it is not even meaningful to have such an aim. The focal company can decide which aspects of networks should and could be managed and controlled with the following evaluation (Varadarajan et al., 1992): (1) Is the issue a priority? (2) Is issue manageable/influenceable? (3) Do cost and benefits of action balance favorably? (4) Is it ethical/appropriate to influence the issue?    

Approaches to management in innovation networks

Central success factors

Management and control in Innovation Networks

C. Network Management (nico)

  Management of innovation networks: a case study of different approaches. Jukka Ojasalo (AMNR1)  


Free approach Juttner and Schlange (1996) suggested a framework for strategic decision making in business networks including the following phases and measures: (1) Context description (Which is the strategic situation to be analyzed?). (2) Set of actors (Which are the actors to be focused?). (3) Interdependence matrix (Who determines the nature of the relationships?). (4) Portfolio of interdependencies (Which part in the network does each actor play?). (5) Strategy matrix (What leverage and what steering potential does each actor have?).   Rigid approach According to them (Srivastava et al., 1999, p. 178), it is important to seek knowledge of the following issues: (1) “What are the best practices for participation in and virtual integration of supply chain/value networks?” (2) “How should a firm manage a network of relationships across channel partners, customers, partners, and competitors?” (3) “What are the best ways to measure superior performance in network management (versus performance of stand-alone products and services)?”

Management of Business networks (in general)

New node

A. Innovation networks (naty)



Open Innovation

Innovation Networks