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Collaborative and Distributed Innovation and Research in Business Activity

Collaborative and Distributed Innovation and Research in Business Activity

Rob Allan, Rob Crouchley, Ali Robertson
Copyright: © 2012 |Pages: 20
ISBN13: 9781466601253|ISBN10: 1466601256|EISBN13: 9781466601260
DOI: 10.4018/978-1-4666-0125-3.ch015
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MLA

Allan, Rob, et al. "Collaborative and Distributed Innovation and Research in Business Activity." Collaborative and Distributed E-Research: Innovations in Technologies, Strategies and Applications, edited by Angel A. Juan, et al., IGI Global, 2012, pp. 310-329. https://doi.org/10.4018/978-1-4666-0125-3.ch015

APA

Allan, R., Crouchley, R., & Robertson, A. (2012). Collaborative and Distributed Innovation and Research in Business Activity. In A. Juan, T. Daradoumis, M. Roca, S. Grasman, & J. Faulin (Eds.), Collaborative and Distributed E-Research: Innovations in Technologies, Strategies and Applications (pp. 310-329). IGI Global. https://doi.org/10.4018/978-1-4666-0125-3.ch015

Chicago

Allan, Rob, Rob Crouchley, and Ali Robertson. "Collaborative and Distributed Innovation and Research in Business Activity." In Collaborative and Distributed E-Research: Innovations in Technologies, Strategies and Applications, edited by Angel A. Juan, et al., 310-329. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0125-3.ch015

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Abstract

This chapter describes how Value Networks (VNs) can be applied in multi-stakeholder business and research environments to characterise different approaches to collaboration. In an attempt to highlight some of the issues, the authors compare a couple of communities that adopt different approaches to Knowledge Exchange (KE) and resource discovery. A collaboration framework is used by one of the communities for on-line discussion, chat, and Web conferencing to supplement KE between fairly regular in-person meetings. The other community applies more traditional collaboration tools such as e-mail to supplement face-to-face meetings. One of the research objectives was to establish the extent of multi-dimensional KE, i.e. from academic to business sector, business sector to business sector, and government to business sector. Conditional on successful e-facilitation, a quickening in KE was apparent in the community that used the collaboration framework. This was observed to a lesser or greater extent across all stakeholder groups. E-facilitators are those that engage stakeholders into making on-line submissions. The authors discuss the importance of satisfactory levels of support for collaboration frameworks in community projects. They compare the role of the e-facilitator with a more traditional “business broker” and compare the behaviour of the communities with and without particular collaboration tools. The authors conclude that VNs helped provide a useful characterisation of the roles that the various contributing community elements play and the types of interaction between them.

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