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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

Vision, mission, culture, Factors fostering innovation

Planning, Competencies, Technologies

Human Resources

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

Organizational design (Job analysis), Key players

Recruiting and selection

Performance appraisal

Training and development

Compensation and benefits

Organization Change, Development & Learning


Innovation process stages, Initial shock to organization, Creative process, Preparation, Incubation, Intimation, Insight, Verification, elaboration and application, Ideas proliferate, Setbacks and surprises are likely to occur, Opportunities for trial-and-error learning, blending of old and new ideas, Organization restructuring, Technical development, Commercialization, Hands-on approach of top management through all the process


Marketing course notes 2009

Marketing information systems

Marketing control systems, Multichannel communication & monitoring, CEM customer experience management, Value co-creation, Innovation process, Social network generates the idea, Innovators concentrate the idea

R&D performance measurement

Federico Frattini 2008

Process indicators, Concept generation, Product development, Process innovation, Technology acquisition, Others, Leadership, Resourcing, Systems and tools, Increased competitivness

Performance Measurement Systems for R&D units, Objectives, Dimensions performance, Financial, Customer, Internal processes, Learning & growth, Control objects, Functional department, Project team, R&D unit, Individuals, Indicators, Quantitative, Qualitative, Measurement process, Frequency, Targets, Internal, Benchmarking

contribution of R&D to value creation, Synthetic indexes, The Technology Value Pyramid (TVP), R&D link to strategic goals, R&D operational performance

Knowledge management

Cognitive network

Community network

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

Transaction costs theory

Social Capital Theory

Hub firms and Orchestration

Nature of the innovation network, Rigid, Temporary network duration (project), Profits as rewards, Network as a mean for complementary resources, Traditional organization, Planning and control are important, Hierarchies should be avoided (one coordinator is needed), Free, Continuous network duration, Self-fulfillment and friendship as rewards, Network as an end for self-fulfillment, Virtual organization, team issues, process issues, appropriate technologies, security, Interoperability and standarization, Trust is important, Hierarchies should be avoided (one coordinator is needed)

Virtual Organizations

Central success factors

Management and control in Innovation Networks

Theory O and E

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)?”

Network elements, Nodes, Resources, Activities, Actors, Links (relationships), Competitiveness, Complementarity

Key network levels, Industries as network, Firms in network, Relationship portfolio, Exchange relationship

Network Management method definition

Management of Business networks (in general)


founders team

Successful vs Failure Business Network

New node

A. Innovation networks (naty)


Innovation Definitions

Types of innovation, Product, Process, Incremental, Radical, Position, Paradigm, Systemic, Autonomous

Innovation Strategies


Definition of busines network

Types of Business networks, According to their structure, Horizontal, Vertical, By capital intensity, With high concentration of capital goods, Without high concentration of capital goods, By level of aggregation, Simple Networks, Network of networks

Network vs clusters

Advantages and obstacles of Business Networks

Economic Agents

Open Innovation

Levels of analysis, Individuals or Intra-organizational networks, Firm Level, Dyad level, Inter-organizational Networks level, National or regional systems level

Innovation Networks


Knowledge Flows

Ties in innovation Networks

Key institutions

Innovation Networks as a worldwide movement

Advantages & Disadvantages

Areas of application

Types, cross-sectoral, multi-disciplinary

The ideal Innovation Network