Industry innovation helps push companies to adapt quickly as
they seek to find global footing. In our theoretical model we are creating a
rapid innovation system that can be designed to speed innovation in some arenas
as well as and/or create hedged resilience for local communities in other
arenas against market shifts. The general conceptions of both types are similar
so at times the two can be focused into a single flexible system (a balance
between impact and longevity). The manner of development of either focused
or organic cluster development of particular interest.
This study helps highlight how relational and structural embeddings across inter-industry collaboration leads to higher levels of innovative performance (Shi & Xiao, 2024). The use of patents is one way in which we can measure advancements. It also indicates that network density impacts innovative capacity. For my own research purposes, one would think of the total network capacity on multiple levels. I would think the principles of knowledge sharing and collaboration could happen online, on ground, or socially. One might take a broader perception of network (At least that was the way it was in the initial model and still seems to make sense now.)
Research on the Impact of Inter-Industry Innovation Networks on Collaborative Innovation Performance: A Case Study of Strategic Emerging Industries.
Keep in mind that cluster development requires social and
economic transactions that foster innovation cross-industry and potentially out
of cluster to regional stakeholders (Vine concept in initial model 16 years
ago). Thus, designing a cluster with proper network density, anchor business
that can hedge cluster similarities, and working toward mutual goals may have
an impact on speeding patents as representation of innovation (Patents being
one common measurement of innovation. There are others.)
Shi, J., & Xiao, Z. (2024). Research on the Impact of Inter-Industry
Innovation Networks on Collaborative Innovation Performance: A Case Study of
Strategic Emerging Industries. Systems, 12(6), 211.
https://doi.org/10.3390/systems12060211
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