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10 - Inter-Organisational Networks and Innovation
- Edited by Bart Nooteboom, Erik Stam, E. Stam
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- Book:
- Micro-Foundations for Innovation Policy
- Published by:
- Amsterdam University Press
- Published online:
- 23 January 2021
- Print publication:
- 22 April 2008, pp 273-314
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Summary
INTRODUCTION
In different scientific fields (e.g., organisation and business studies, economics), and in policy practice, there is growing attention for the importance of interorganisational relationships (IORS) and networks (IONS). Central issues are the functioning and performance of the business community in general, and the relationship between IORS and IONS for the innovative behaviour of organisations in particular. It is believed that having IORS and being part of IONS is beneficial to innovation. However, reviews that have been done so far, predominantly focus on the effects of so-called dyads on innovation (i.e., the IORS between two organisations) (Pittaway et al. 2004), whereas only Provan et al. (2007) reviewed generic effects of complete networks on all kinds of organisational outcomes. Our main aim with this chapter is to identify features of socalled egocentric and whole (or complete) networks and their impact on the innovation of individual firms. Moreover, the findings on this relationship are used to evaluate the extent to which current Dutch innovation policy portfolio is geared towards ions.
This chapter is organised as follows. Section 2 briefly introduces the relevance of the topic to the Dutch economy by showing to what extent innovation and collaboration are empirically associated. Section 3 introduces the research model and the main arguments supporting it. Subsequently section 4 reports on a review of the literature pertaining to the features of inter-organisational networks and their potential impact on innovation The fifth section shows to what extent current innovation policies impact on networks to achieve their goals. In the final section we draw some conclusions.
THE IMPORTANCE OF COOPERATION FOR INNOVATION: SOME EMPIRICAL UNDERPINNINGS
Each ion starts out with cooperation between two legally independent organisational entities, which eventually leads to additional relations. To set the stage for this chapter it is relevant to know whether innovation and collaboration are related. Table 1 displays a review of eight surveys covering a period of more than ten years, on collaboration in the context of R&D, and the type of actors with whom a focal firm has R&D relations.
It is the diversity of samples, their varying composition, and spatial range, which helps us to identify patterns in R&D collaboration.
7 - Performance control and public organizations
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- By Patrick Kenis, Professor at the Faculty of Social and Behavioural Sciences and also Head of the Department of Policy and Organization Studies Tilburg University, The Netherlands
- Edited by George A. Boyne, Cardiff University, Kenneth J. Meier, Texas A & M University, Laurence J. O'Toole, Jr., University of Georgia, Richard M. Walker, The University of Hong Kong
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- Book:
- Public Service Performance
- Published online:
- 22 September 2009
- Print publication:
- 23 November 2006, pp 113-129
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Summary
Introduction
This chapter is designed to contribute to the discussion on determining the performance of public organizations by investigating the relationship between performance control systems and performance. It cannot be assumed that performance control systems automatically lead to performance. Neither shall we assume that management control systems are the same as performance control. To do so would be a case of ‘managementism’ which has been described by Dubnick (2003: 9) as a phenomenon where ‘management is seen as the premium mobile that shapes and drives the basic logic of the common research agenda for contemporary Public Administration’. Consequently, we will demonstrate that different forms of performance control do exist. Which form is the most likely to contribute to performance depends on a number of conditions.
In this chapter, we first give a definition of control systems; second, present different types of performance control systems; and third, formulate propositions about how different control approaches contribute to organizational performance. In the last part we discuss the limitations and the opportunities from these insights in providing a solid basis for improving the performance of public organizations.
The definition of performance control and types of performance control
Performance control is defined here as ‘the process of monitoring performance, comparing it with some standards, and then providing rewards and adjustments’ (see Ouchi 1977: 97). This definition should not be misinterpreted, as has often been done, by equating it with performance management, management control systems, management accounting systems, organizational control and management control (Ashworth et al. 2002).