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Maturity in Innovation Network Management

Maturity in Innovation Network Management

Caspar Van Rijnbach, Gustavo de Boer Endo, Suzana Monteiro Leonardi
Copyright: © 2012 |Pages: 27
ISBN13: 9781613501658|ISBN10: 161350165X|EISBN13: 9781613501665
DOI: 10.4018/978-1-61350-165-8.ch012
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MLA

Van Rijnbach, Caspar, et al. "Maturity in Innovation Network Management." Technological, Managerial and Organizational Core Competencies: Dynamic Innovation and Sustainable Development, edited by Farley Simon Nobre, et al., IGI Global, 2012, pp. 203-229. https://doi.org/10.4018/978-1-61350-165-8.ch012

APA

Van Rijnbach, C., Endo, G. D., & Leonardi, S. M. (2012). Maturity in Innovation Network Management. In F. Nobre, D. Walker, & R. Harris (Eds.), Technological, Managerial and Organizational Core Competencies: Dynamic Innovation and Sustainable Development (pp. 203-229). IGI Global. https://doi.org/10.4018/978-1-61350-165-8.ch012

Chicago

Van Rijnbach, Caspar, Gustavo de Boer Endo, and Suzana Monteiro Leonardi. "Maturity in Innovation Network Management." In Technological, Managerial and Organizational Core Competencies: Dynamic Innovation and Sustainable Development, edited by Farley Simon Nobre, David Walker, and Robert J. Harris, 203-229. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-61350-165-8.ch012

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Abstract

Companies are focusing increasingly on the creation and maintenance of external networks for innovation. The purpose of this chapter is to introduce the reader to the concept of network management and demonstrate the principal attributes that impact the formation and optimization of innovation networks, based on the network´s objectives, the combination of the characteristics of the network’s participants as well as the network’s organizational format to attract and maintain the partnership. To reach this purpose, we present the results of a benchmark study undertaken in Brazil, the United States of America and Europe between March and June 2009. In this study, we interviewed executives at 24 leading companies known as innovators in their industry. Through the results we were able to identify a maturity model consisting of four levels for innovation network management: initiators, explorers, established and world class.

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