Using not-for-profit innovation networks to transition new technologies across the Valley of Death

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dc.contributor.authorMoradlou, Hamid
dc.contributor.authorRoscoe, Samuel
dc.contributor.authorReefke, Hendrik
dc.contributor.authorHandfield, Rob
dc.date.accessioned2023-08-22T15:08:00Z
dc.date.available2023-08-22T15:08:00Z
dc.date.issued2023-08-21
dc.description.abstractPurpose This paper aims to seek answers to the question: What are the relevant factors that allow not-for-profit innovation networks to successfully transition new technologies from proof-of-concept to commercialisation? Design/methodology/approach This question is examined using the knowledge-based view and network orchestration theory. Data are collected from 35 interviews with managers and engineers working within seven centres that comprise the High Value Manufacturing Catapult (HVMC). These centres constitute a not-for-profit innovation network where suppliers, customers and competitors collaborate to help transition new technologies across the “Valley of Death” (the gap between establishing a proof of concept and commercialisation). Findings Network orchestration theory suggests that a hub firm facilitates the exchange of knowledge amongst network members (knowledge mobility), to enable these members to profit from innovation (innovation appropriability). The hub firm ensures positive network growth, and also allows for the entry and exit of network members (network stability). This study of not-for-profit innovation networks suggests the role of a network orchestrator is to help ensure that intellectual property becomes a public resource that enhances the productivity of the domestic economy. The authors observed how network stability was achieved by the HVMC's seven centres employing a loosely-coupled hybrid network configuration. This configuration however ensured that new technology development teams, comprised of suppliers, customers and competitors, remained tightly-coupled to enable co-development of innovative technologies. Matching internal technical and sectoral expertise with complementary experience from network members allowed knowledge to flow across organisational boundaries and throughout the network. Matrix organisational structures and distributed decision-making authority created opportunities for knowledge integration to occur. Actively moving individuals and teams between centres also helped to diffuse knowledge to network members, while regular meetings between senior management ensured network coordination and removed resource redundancies. Originality/value The study contributes to knowledge-based theory by moving beyond existing understanding of knowledge integration in firms, and identified how knowledge is exchanged and aggregated within not-for-profit innovation networks. The findings contribute to network orchestration theory by challenging the notion that network orchestrators should enact and enforce appropriability regimes (patents, licences, copyrights) to allow members to profit from innovations. Instead, the authors find that not-for-profit innovation networks can overcome the frictions that appropriability regimes often create when exchanging knowledge during new technology development. This is achieved by pre-defining the terms of network membership/partnership and setting out clear pathways for innovation scaling, which embodies newly generated intellectual property as a public resource. The findings inform a framework that is useful for policy makers, academics and managers interested in using not-for-profit networks to transition new technologies across the Valley of Death.en_UK
dc.identifier.citationMoradlou H, Roscoe S, Reefke H, Handfield R. (2024) Using not-for-profit innovation networks to transition new technologies across the Valley of Death. International Journal of Operations and Production Management, Volume 44, Issue 3, February 2024, pp. 591-616en_UK
dc.identifier.issn0144-3577
dc.identifier.urihttps://doi.org/10.1108/IJOPM-11-2022-0697
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/20125
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectnew-technology developmenten_UK
dc.subjectinnovation networksen_UK
dc.subjectknowledge-based viewen_UK
dc.subjectnetwork orchestration theoryen_UK
dc.titleUsing not-for-profit innovation networks to transition new technologies across the Valley of Deathen_UK
dc.typeArticleen_UK

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