Institutions and Forms of Co-ordination in Innovation Systems
Abstract
This article shows how institutions enable and constrain forms of co-ordination for inter-organizational relations, and how these affect innovative performance. The analysis is based on a theory of learning and on a theory of relations that combines a social exchange perspective with elements from transaction cost economics. Performance is analysed in terms of production costs, transaction costs, product differentiation, diffusion of innovations, incremental innovation, and radical innovation. The method is illustrated with a comparison between the US and Germany. The first is more flexible and market oriented; the second is more oriented towards inter-organizational networks. Policy recommendations focus on how flexibility and durability of relations might be reconciled.
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National systems of innovation play an important role in the diffusion of innovations in terms of the way in which they shape networking activity.
“at an institutional level, national systems of innovation do play an important role in the diffusion of innovations in terms of the way in which they shape networking activity (Nooteboom, 2000, Furtardo, 1997).”
From Networking and innovation: a systematic review of the evidence (2004) · cites this paper as Nooteboom, 2000
Under- and over-formalisation of the network are both detrimental to innovation.
“Under and over-formalisation of the network were both recognised as being detrimental to innovation (Nooteboom, 2000).”
From Networking and innovation: a systematic review of the evidence (2004) · cites this paper as Nooteboom, 2000
Cites
Burt, R. S. (1992) · doi:10.4159/9780674029095 · Cited by 9,093 · see citing works
(1993) · doi:10.1093/oso/9780195076165.001.0001 · Cited by 3,069 · see citing works
The Dark Side of Social Capital
Gargiulo, M., & Benassi, M. (1999) · Corporate Social Capital and Liability · doi:10.1007/978-1-4615-5027-3_17 · Cited by 357 · see citing works
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Networking and innovation: a systematic review of the evidence
Pittaway, L., Robertson, M., Munir, K., Denyer, D., & Neely, A. (2004) · International Journal of Management Reviews · doi:10.1111/j.1460-8545.2004.00101.x · Cited by 1,747 · see citing works
- Authors
- Nooteboom, B.
- Affiliations
- Erasmus University Rotterdam (NL)
- Corresponding author
- Nooteboom, Bart
- Venue
- Organization Studies
- Publisher
- SAGE Publications
- Published
- 2000-09
- Volume
- 21
- Issue
- 5
- Pages
- 915-939
- ISSN
- 0170-8406 (ISSN-L)
- 1741-3044
- OpenAlex
- W2111719001
- Cited by
- 235
- References
- 3
- Citations by year
- 2026: 5 · 2024: 4 · 2023: 5 · 2022: 4 · 2021: 8 · 2020: 3 · 2019: 4 · 2018: 10 · 2017: 2 · 2016: 7 · 2015: 10 · 2014: 15 · 2013: 20 · 2012: 16
- FWCI
- 32.69
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Organization Studies (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › University-Industry-Government Innovation Models
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
- Keywords
- innovation systems, institutions, inter-organizational coordination, interorganizational relationships, innovation performance, transaction costs, social exchange theory, learning theory, product differentiation, diffusion of innovations, incremental innovation, radical innovation, interorganizational networks, innovation policy
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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