Inter/intra-organizational Relationships and Networks

The contrary forces of innovation: A conceptual model for studying networked innovation processes

by Thomas Hoholm

Published in Industrial Marketing Management (2012), co-authored with Per Ingvar Olsen, Dept Innovation and Economic Organization, BI Norwegian Business School

In this paper, we argue that industrial innovation processes can productively be analysed as consisting of two... more In this paper, we argue that industrial innovation processes can productively be analysed as consisting of two sub-processes that over time create and mobilise contrary forces within both internal and external interactions of the innovation project. One of these forces emerges from the process of mobilising resources, activities, and actors in ensuring commitments to the project over time. The other is the process of explorative learning, which continues to create revised or even new propositions about the realities of the project and its opportunities. We argue that this analytical distinction permits us to expand our understanding of how friction forces develop over time in business networks (Håkansson & Waluszewski, 2001a,b), the patterns of divergence and convergence in innovation processes as identified by Van de Ven et al. (1999) and the processes of “path creation through mindful deviation” as argued by Garud and Karnøe (2001).

New Directions in the Use of Network Analysis

by Jonathon Mote

Innovation, Networks and the Research Environment: Examining the Linkages

by Jonathon Mote

While the performance and productivity benefits of social networks in science have been generally demonstrated, there... more While the performance and productivity benefits of social networks in science have been generally demonstrated, there is still little understanding of how networks might affect scientists’ perceptions of their research environment. Because the work environment has also been identified as a key factor for research success, it is essential to understand the interaction between social networks and the organisational research environment. This paper examines the relationship between the social network positions of scientists and the perceptions of their organisation’s research environment. The analysis utilises three related datasets that were gathered with a comprehensive survey instrument administered in Spring 2005 to a small, publicly funded research organisation consisting primarily of oceanographers and atmospheric scientists. Results are discussed in terms of their implications for managerial practice and future research.

R&D Ecology: Using 2-Mode Network Analysis to Explore Complexity in R&D Environments

by Jonathon Mote

It has been demonstrated that a complex division of labor provides for the diversity of knowledge that is critical for... more It has been demonstrated that a complex division of labor provides for the diversity of knowledge that is critical for organizational innovation and productivity  (Hage, 1999). This article examines the impact of complexity in an R&D setting and adopts the approach that collaborative research involves a range of specialties and skills, which can be viewed separately from the individuals involved in the collaboration process.  To explore this hypothesis, the use of 2-mode network analysis allows for an examination of the interrelationships of these competencies within a cluster of R&D projects in a large multi-disciplinary national laboratory.  These networks of competencies are shown to have structural characteristics which impact on the productivity of research projects.  It is argued that the interrelationship of network structure and complexity should be given consideration in the management of R&D projects.

THE GOVERNANCE OF DESIGN ALLIANCES IN 'EMBEDDED'SETTINGS: EVIDENCE FROM THE ITALIAN DESIGN-INTENSIVE FURNISHINGS INDUSTRY

by Antonio Capaldo

IT'S HOW WIDELY YOU SEARCH AND FROM WHERE YOU GET THE PIECES. HOW SEARCH SCOPE AND THE ORIGINS OF KNOWLEDGE IMPACT …

by Antonio Capaldo

With Messeni Petruzzelli A. and Rotolo D.

Innovation is a fundamental source of competitive advantage, and a large literature has struggled to understand the... more Innovation is a fundamental source of competitive advantage, and a large literature has struggled to understand the drivers of innovation and how they should be managed to increase innovative performance. Based on this stylized picture of the innovation process, we argue that, in order to better understand what drives innovative performance, we need to focus both on how economic actors search for new knowledge (i.e., explore), and on the characteristics of the existing knowledge that is combined to generate innovation. In this paper we make a first step towards using the above framework for empirical research. Specifically, we focus on dyadic interfirm R&D alliances (R&D alliances hereinafter), which have been shown to be a tremendous source of innovation in previous literature. However, while the drivers of innovation performance at the firm level have been examined extensively, little is known about the factors that influence innovative performance at the dyad level. In an attempt to fill this gap, we focus on two relevant such factors, namely the scope of the search performed by the allied firms and the geographical and organizational origins of the knowledge resources that the participating organizations contribute to the alliance and integrate across their boundaries for the benefit of the relationship. We develop testable hypotheses about the (both separate and joint) impact of these factors on the innovative performance of R&D alliances, and we test them on a sample of 1912 R&D alliances established by ten multinationals operating in the Electric and Electronic Equipment (EEE) industry.

Network Governance: Social Mechanisms, Knowledge Benefits, and Performance Outcomes In Joint-Design Alliances

by Antonio Capaldo

Drawing on case study research of eight dyadic joint-design alliances and 14 collaborative ventures within them, this... more Drawing on case study research of eight dyadic joint-design alliances and 14 collaborative ventures within them, this paper sheds light on the processes by which interorganizational relationships generate knowledge benefits and performance outcomes for partner firms. Specifically, the paper is aimed at offering a more systematic and comprehensive account of the processes of ‘network governance’, encompassing the following elements: the social mechanisms that characterize network governance and the mechanisms’ antecedents; the relationships among the mechanisms; how the social mechanisms influence the partners’ propensity to engage in knowledge-intensive initiatives within the relationships; the resulting knowledge benefits for partner firms; and how these benefits affect performance outcomes. The dynamics of the linkages among social mechanisms (and their antecedents), knowledge benefits, and performance, and in particular the feedback effects that reinforce over time these linkages, are also integrated into the above account.

Capaldo A. 2007. Network Structure and Innovation: The Leveraging of a Dual Network As a Distinctive Relational Capability. Strategic Management Journal 28(6): 585-608.

by Antonio Capaldo

This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm... more This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross-level research questions by examining how three design-intensive furnishings manufacturers managed their networks of joint-design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms’ alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm’s relational capability, one that provides fertile ground for leading firms in knowledge-intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture.

How to analyze dynamic network patterns of high performing teams.

by Lukas Zenk

Zenk, L., Stadtfeld, C., & Windhager, F. (2010). How to analyze dynamic network patterns of high performing teams. Procedia - Social and Behavioral Sciences, Elsevier, 2/4, 6418-6422.

The dynamic communication network within teams affects the performance of teams. But how can we analyze these emerging... more The dynamic communication network within teams affects the performance of teams. But how can we analyze these emerging networks? We identified three research areas that have to be included for this purpose. First we summarize empirical studies concerning team networks and performance to point out the need of longitudinal investigations. Second we present the multi-level multi-theoretical model by Monge and Contractor (2003) which provides a theoretical framework to explain the evolution of communication networks within teams. Third a stochastic model is introduced that allows analyzing event based data, like e-mail streams, using exponential random graph models. We propose to include these three research areas that enable researchers and practitioners to analyze dynamic network patterns of virtual teams.

Soziale Netzwerkanalyse in Organisationen. Versteckte Risiken und Potentiale erkennen. [Social network analysis in organizations. Discover hidden risks and potentials]

by Lukas Zenk

Preprint Version. Published Version: Zenk, L., & Behrend, F. D. (2010). Soziale Netzwerkanalyse in Organisationen. Versteckte Risiken und Potentiale erkennen [Social network analysis in organizations. Discover hidden risks and potentials]. In R. Pircher (Ed.), Wissensmanagement, Wissenstransfer, Wissensnetzwerke: Konzepte, Methoden, Erfahrungen: Konzepte, Methoden und Erfahrungen (pp. 211-232). Erlangen, Germany: Publicis Corporate Publishing.

In diesem einführenden Kapitel werden in kompakter Form die Grundlagen der sozialen Netzwerkanalyse vorgestellt. Mit... more In diesem einführenden Kapitel werden in kompakter Form die Grundlagen der sozialen Netzwerkanalyse vorgestellt. Mit einem Schwerpunkt auf der Anwendung in Organisationen werden folgende Fragen adressiert: Wie ist die soziale Netzwerkanalyse entstanden und was sind ihre Grundkonzepte? Wie kommt sie in Organisationen zur Anwendung und was sind praktische Anwendungsmöglichkeiten?

Dynamic organizations. How to measure evolution and change in organizations by analyzing email communication networks

by Lukas Zenk

Zenk, L., & Stadtfeld, C. (2010). Dynamic organizations. How to measure evolution and change in organizations by analyzing email communication. Procedia - Social and Behavioral Sciences, Elsevier, 4, 14-25.

Since organizations are dynamic systems, they change over time. Communication within organizations represents these... more Since organizations are dynamic systems, they change over time. Communication within organizations represents these changes. The use of social network analysis is an established (although still not common) approach to better understanding organizational structures. Methods and business applications for dynamic analyses are still a new, though promising field. The increasing use of computer mediated communication, like email, provides particularly relevant data for studying organizations. Focusing exclusively on the changes in the use of email communication over time, two different methodological approaches are used to analyze the email data stream: descriptive network visualizations and a new model using exponential random graph models for event stream data. In a simulation with 97 students, a merger of two different organizations was replicated.