Networks
The four dimensions of OI: Networks
Open Innovation
Human capital
Clusters and Ecosystems Networks are collaborative structures that create new patterns of cooperation with a common purpose. They rely on trust and reciprocity for the exchange of knowledge and establish processes, information flows, and relationships required to create synergies between members. Various forms of networks or partnerships (clusters) can be distinguished and there are many different ways in which organisations can work together on OI:
Triple helix collaborations: partnerships between science, enterprises and public sector organisations. Such collaborations can be used to strengthen the economic performance of a region, or to open up the (public) knowledge infrastructure. Virtual networks and internet platforms which are described on p19. Triple helix collaborations are moving from an arm’s-length “philanthropic relationship” towards more strategic, collaborative associations that are more intense and involve joint value creation. This shift represents an opportunity to magnify the value/benefits to all partners, but carries with it greater challenges and managerial demands to accomplish good interaction and boost innovation than the traditional, financial “donation” for a one-off collaboration. Source: The Institute for Triple Helix Innovation
Business models
Clusters are based on interdependence: the competitive position of each member of the cluster depends on all other members of the group. They can be classified according to different organisations:
Collaborations in the industrial chain: collaborations between a company and its suppliers and/ or customers to develop new products together. Collaborations within a sector: collaborations between companies to perform pre-competitive research together and/or promote joint services (including marketing, logistics, training, etc.).
Technology
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Industrial clusters which are linked with their buyer/supplier (vertical) or through common customers or technology (horizontal).
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Clusters which are industry driven, university driven, or triple helix driven, according to the role played by their main actors.
The main characteristics of clusters: According to the European Commission, clusters are groups of independent companies and associated institutions that are:
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Collaborating and competing; Geographically concentrated in one or several regions, even though the cluster may have global extensions; Specialised in a particular field, linked by common technologies and skills; Either science-based or traditional; Clusters can be either institutionalised (they have a proper cluster manager) or noninstitutionalised.
Thanks to these characteristics, clusters have a positive influence on:
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Innovation and competitiveness; Skill formation and information; Growth and long-term business dynamics.
Source : EUROPEAN COMMISSION, FINAL REPORT OF THE EXPERT GROUP ON ENTERPRISE CLUSTERS AND NETWORKS
UNIVERSITY
BUSINESS
GOVERNMENT
Clusters represent the main playgrounds of OI for companies and public organisations. A cluster was defined by M. Porter as a geographic concentration of inter-connected companies and institutions working in a common industry (such as life sciences, optics, energy, automotive, etc.). Clusters encompass an array of collaborating and competing services/providers that create a specialised infrastructure, which supports the cluster’s industry. Business and innovation is the core of cluster activities.
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2012 ACE
Within a cluster, easy access to specialised suppliers, services and human resources has several benefits:
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Information spillovers; Flexibility and fast change reaction due to extreme specialisation; Imitation facilitates faster innovation adoption.
Working on OI projects within clusters helps companies and public institutions increase their efficiency and effectiveness by directing services toward larger groups of firms. New leaders can
ACE - The four dimensions of OI
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