Võrgustikest ja innovatsioonist on palju kirjutet, kuid sellest, kuidas võrgustikku organisatsiooni innovatsiooni hüvanguks luua, ei ole just palju ette juhtunud. Siinviidatu on vabalevis olev tekst, mis võiks huvi pakkuda kõigile, kel organisatsiooni disainiga midagi tegemist võiks olla. (ja huvitav, kellel ei ole?)


most strategic network literature has one serious limitation: network structures have been considered as static and exogeneous (Stuart and Sorenson, 2007). Hence, firms “are treated as being randomly assigned particular network positions or ego network structures” (Phelps et al., 2012, p. 1154). Recently, this “structuralist” assumption of exogeneity has been challenged.


we seek to answer two central research questions: (1) Does network management help the firm strategically shape local network structures, i.e., are firms with highly developed network management capabilities more likely to build a network with advantageous structural attributes? (2) Do firms require network management capabilities on different levels for obtaining different types of network advantages, and if yes, in what way?

Kuna tekst on vabalevis, siis siin veel vaid midagi lugemishuvi suurendamiseks:

we demonstrate the effectiveness of specific developable managerial practices. […] our work is particularly helpful to firms that do not have the advantage of a superior starting position as it shows which capabilities those firms should acquire to get able to network effectively.

Reck, F., Fliaster, A., & Kolloch, M. How to Build a Network that Facilitates Firm‐level Innovation: An Integration of Structural and Managerial Perspectives. Journal of Management Studies.