Innovation Network Functionality [electronic resource] : The Identification and Categorization of Multiple Innovation Networks /
Bentivegna, Thomas.author.
Regional developers and network administrators are proud of having the largest number of registered network participants and clicks on their internet platform. However, what ultimately counts are the real business contacts that lead to additional sales, sustainable supplier-relationships, or to innovation projects leading to sustainable competitive advantages for companies and regions. Thomas Bentivegna focuses on ad-hoc networks, which are poorly represented in existing network and innovation literature. He identifies, classifies and categorizes different innovation network types operating in 5 European countries (Switzerland, Germany, England, Ireland, and France) based on data collected from 28 firms. He shows how a basic understanding of the types of innovation networks which are operating in North-West Europe, as well as the typical firm profile for each one, can be an effective tool in helping to support the agenda of several different key innovation actors.    Contents Ad-hoc Networks Types of Innovation Networks Open Innovation and Knowledge Transfer    Target Groups Researchers and students in the fields of business management and innovation Executives who practice open innovation principles and cooperate in advancing their innovation activities    The Author Thomas Bentivegna wrote his Master Thesis under the supervision of Prof. Dr. Frank Bau at the Department of New Business at the HTW Chur, Switzerland.
Description based upon print version of record.
Foreword; Acknowlegements; Table of Contents; List of Figures; List of Tables; Abbreviations; 1 Introduction; 1.1 Starting Position; 1.2 KARIM; 1.3 Research Problem; 1.4 Research Objectives; 1.5 Research Purpose; 1.6 Research Questions; 1.7 Research Scope; 1.8 Research Structure; 2 Literature Review; 2.1 Innovation Networks; 2.2 Knowledge Transfer; 2.3 Literature Gap; 3 Methodology; 3.1 Research Design; 3.2 Approach; 3.3 Data Collection; 3.3.1 Sampling Process; 3.3.2 Data Collection Methods; 3.4 Data Analysis; 3.4.1 Data Matrix; 3.4.2 Cluster Analysis; 3.4.3 Frequency Analysis
3.4.4 Pattern Matching4 Research Process; 4.1 Reliability; 4.2 Validity; 4.3 General Limitations; 4.4 Delimitations; 4.5 Ethical Considerations; 5 Results Perspective One : Network Perspective; 5.1 Proposition One: Network Perspective; 5.2 Cluster Analysis; 5.3 Innovation Networks; 5.3.1 Network Type 1 : Knowledge and Learning; 5.3.2 Network Type 2 : Financial Procurement; 5.3.3 Network Type 3 : Public-Private Cooperation; 5.3.4 Network Type 4 : Vertical Integration; 5.3.5 Network Type 5 : Regional Clusters; 5.3.6 Network Type 6 : International Scope; 5.3.7 Network Type 7 : Isolated Islands
6 Results Perspective Two : Firm Perspective6.1 Proposition Two: Firm Perspective; 6.2 Frequency Analysis; 6.3 Firm Profile; 6.3.1 Firm Profile 1 : Knowledge and Learning; 6.3.2 Firm Profile 2 : Financial Procurement; 6.3.3 Firm Profile 3 : Public-Private Cooperation; 6.3.4 Firm Profile 4 : Vertical Integration; 6.3.5 Firm Profile 5 : Regional Clusters; 6.3.6 Firm Profile 6 : International Scope; 6.3.7 Firm Profile 7 : Isolated Islands; 7 Implications and Conclusion; 7.1 Summary; 7.2 Theoretical Implications; 7.3 Practical Implications; 7.4 Further Research Recommendations; List of References
AppendixA1 Innovation Actors Mentioned; A2 Data Matrix : Network Profile; A3 Innovation Networks; A3.1 Innovation Network: Knowledge and Learning; A3.2 Innovation Networks: Financial Procurement; A3.3 Innovation Networks: Public-Private Cooperation; A3.4 Innovation Networks: Vertical Integration; A3.5 Innovation Networks: Regional Clusters; A3.6 Innovation Networks: International Scope; A3.7 Innovation Networks: Isolated Islands; A4 Data Matrix : Firm Profile; A5 Interview Guide
Includes bibliographical references.
Regional developers and network administrators are proud of having the largest number of registered network participants and clicks on their internet platform. However, what ultimately counts are the real business contacts that lead to additional sales, sustainable supplier-relationships, or to innovation projects leading to sustainable competitive advantages for companies and regions. Thomas Bentivegna focuses on ad-hoc networks, which are poorly represented in existing network and innovation literature. He identifies, classifies and categorizes different innovation network types operating in 5 European countries (Switzerland, Germany, England, Ireland, and France) based on data collected from 28 firms. He shows how a basic understanding of the types of innovation networks which are operating in North-West Europe, as well as the typical firm profile for each one, can be an effective tool in helping to support the agenda of several different key innovation actors.    Contents Ad-hoc Networks Types of Innovation Networks Open Innovation and Knowledge Transfer    Target Groups Researchers and students in the fields of business management and innovation Executives who practice open innovation principles and cooperate in advancing their innovation activities    The Author Thomas Bentivegna wrote his Master Thesis under the supervision of Prof. Dr. Frank Bau at the Department of New Business at the HTW Chur, Switzerland.
Business.
Management science.
Management.
Industrial management.
Business and Management, general.
Innovation/Technology Management.