Inter-firm Innovation Research Articles

The development of co–innovation strategies: stages and interaction patterns in interfirm innovation

Organizations that choose or are forced to innovate in co–operation with other organizations, go through four stages of co–innovation strategy development. The stages are successively: (I) autonomous strategy making: organizations develop strategies on their own, (II) co–operative strategy making: organizations concentrate on developing innovation strategies in close co–operation with other organizations, (III) founding an organization for co–innovation: organizations found a joint organization in which they develop co–innovation programs, and (IV) realization of innovations: organizations develop innovations, based on the co–innovation strategies and programs. The description of the stages is based on an interfirm network approach and a research project in the Dutch construction industry. The stage model can be a guideline for organizations that participate in co–innovation processes and have to decide how and with whom they co–innovate.

The Embedded Firm - On the Socio-Economics of Industrial Networks

1. Introduction: Towards a Socio-Economics of Industrial Networks Gernot Grabher , Social Science Centre, Berlin Part I: Blurring Boundaries: Explaining Inter-Firm Co-operation in Networks 2. The Network as a Governance Structure Hakan Hakansson and Jan Johanson , both of University of Uppsala, Sweden 3. Explaining Inter-Firm Co-operation and Innovation: The Limits of the Transaction Cost Approach Bengt-Ake Lundvall , Aalborg University, Denmark Part II: High Technology Networks: Horizontal Inter-Firm Cooperation and Strategic Alliances 4. Interfirm Strategic Technology Networks and Modes of Technology Partnering in High-Tech Sectors John Hagedoorn , MERIT, The Netherlands 5. External Growth in the Computer Industry: Organizational Perspectives Mario Benassi , University of Trento, Italy 6. Knowledge in the Network and the Network Knowledge: The Structuring of the Biotechnology and Semiconductor Industries Bruce Kogutand & Weijin Shan , both of the University of Pennsylvania and Gordon Walker , Yale University Part III: Subcontracting Networks: Vertical Inter-Firm Co-operation and Disaggregation of Large Companies 7. An Exit/Voice Approach to Supplier Relations: The Case of the U.S. Automobile Industry Susan Helper , Boston University 8. Small Firms and Outsourcing as Flexibility Reservoirs of Large Companies Klaus Semlinger , Institute for Social Research, Munich 9. Vertical Disaggregation and Privatization in Hungary: Organizational Consequences Laszlo Neumann , Research Institute of Labor, Hungary Part IV: Regional Networks: Embedded in Industrial Districts 10. Factory or Putting-Out? Knitting Networks in Modena Mark H. Lazerson , State University of New York at Stony Brook 11. Power in the Decentralized Industrial Order: The Case of Baden-Wurttemberg Gary B. Herrigel , University of Chicago 12. The Weakness of Strong Ties: The Ambivalent Role of Inter-Firm Cooperation in the Ruhr Area Gernot Grabher , Social Science Centre, Berlin 13. Local, Global Networks: A Return to the Regional Economy? Ash Amin , University of Newcastle-upon-Tyne.