Managing Collaborative Innovation in Complex Networks: Findings from Exploratory Interviews

Abstract

This paper discusses why companies should consider collaboration with customers and suppliers for innovation and identifies a set of activities that appear to be critical to managing collaborative innovation. It conceptualises how these activities may be affected when performed in complex networks, thus complicating the task of trying to manage them effectively. The paper reports on findings from a small set of exploratory interviews and discusses some possible explanations for apparent cross-case differences. A note on methodological and theoretical lessons completes the paper.

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