Before discussing these theoretical perspectives and describing the focus of the
ICT-WIPs analysis, we define the concept of innovation partnerships as used in this
study.
3.1 Innovation Partnerships
The literature on inter-organisational cooperation emphasises that the internal capabilities even of large organisations are often limited and these organisations are
forced to compensate their weaknesses by teaming up with others [20]. Innovation
partnerships are one of the possible strategies that organisations can use to strengthen
their innovation capabilities. Other mechanisms include, for example, acquisitions
and mergers [21]. A variety of terms are used in the literature that are closely related
to the concept of innovation partnerships used in this study. For example, Hagedoon
and Schakenraad [22] describe strategic technology partnering as the “establishment
of cooperative agreements aimed at joint innovative efforts or technology transfer
that can have a lasting effect on the product-market positioning of participating
companies”. In the same vein, DeMan and Duysters [23] define strategic technology
alliances as “cooperative agreements in which two or more separate organizations
team up in order to share reciprocal inputs while maintaining their own corporate
identities”. These terms describe the same reality: a type of relationship in which
organisations agree to jointly conduct innovative activities. However, the terms
appear to be essentially biased in the sense that they seem to suggest that cooperation
agreements between innovating organisations must always be for strategic reasons.
The word “technology” included in these terms also seems to suggest that these
agreements basically concern technological innovations, involving research and
development in high-tech industries. These biases may be due to the fact that these
authors draw on corporate sector experiences.
In this chapter, we propose the term “innovation partnership” because we deem it
to be more neutral and inclusive. Departing from the above definitions, we refer to
innovation partnerships in this study as arrangements in which innovating organisations and other relevant stakeholders cooperate with the objective to innovate
together while maintaining their own identities. This objective is achieved through
ongoing exchange of resources that are necessary to successfully conduct innovation activities. Defined in this way, the concept of innovation partnerships accommodates cooperation agreements for both technological and non-technological
innovation ventures and those entered into for reasons other than “strategic”. In
the corporate sector, strategic reasons for which companies enter into innovation
partnerships often refer to reasons such as cost and risk reduction, exploration of new
markets and market niches, etc. However, partnerships can also be crafted to pursue
innovations that are not market/business-oriented and which can involve a variety of
other actors in the operating environment. This is mostly the case in public sector
innovations where relevant stakeholders are engaged to share their knowledge,
information and experiences and to generate innovations that are relevant to them.
172
S. Mvulirwenande and U. Wehn
ICT-WIPs analysis, we define the concept of innovation partnerships as used in this
study.
3.1 Innovation Partnerships
The literature on inter-organisational cooperation emphasises that the internal capabilities even of large organisations are often limited and these organisations are
forced to compensate their weaknesses by teaming up with others [20]. Innovation
partnerships are one of the possible strategies that organisations can use to strengthen
their innovation capabilities. Other mechanisms include, for example, acquisitions
and mergers [21]. A variety of terms are used in the literature that are closely related
to the concept of innovation partnerships used in this study. For example, Hagedoon
and Schakenraad [22] describe strategic technology partnering as the “establishment
of cooperative agreements aimed at joint innovative efforts or technology transfer
that can have a lasting effect on the product-market positioning of participating
companies”. In the same vein, DeMan and Duysters [23] define strategic technology
alliances as “cooperative agreements in which two or more separate organizations
team up in order to share reciprocal inputs while maintaining their own corporate
identities”. These terms describe the same reality: a type of relationship in which
organisations agree to jointly conduct innovative activities. However, the terms
appear to be essentially biased in the sense that they seem to suggest that cooperation
agreements between innovating organisations must always be for strategic reasons.
The word “technology” included in these terms also seems to suggest that these
agreements basically concern technological innovations, involving research and
development in high-tech industries. These biases may be due to the fact that these
authors draw on corporate sector experiences.
In this chapter, we propose the term “innovation partnership” because we deem it
to be more neutral and inclusive. Departing from the above definitions, we refer to
innovation partnerships in this study as arrangements in which innovating organisations and other relevant stakeholders cooperate with the objective to innovate
together while maintaining their own identities. This objective is achieved through
ongoing exchange of resources that are necessary to successfully conduct innovation activities. Defined in this way, the concept of innovation partnerships accommodates cooperation agreements for both technological and non-technological
innovation ventures and those entered into for reasons other than “strategic”. In
the corporate sector, strategic reasons for which companies enter into innovation
partnerships often refer to reasons such as cost and risk reduction, exploration of new
markets and market niches, etc. However, partnerships can also be crafted to pursue
innovations that are not market/business-oriented and which can involve a variety of
other actors in the operating environment. This is mostly the case in public sector
innovations where relevant stakeholders are engaged to share their knowledge,
information and experiences and to generate innovations that are relevant to them.
172
S. Mvulirwenande and U. Wehn