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Revealing correlations between structure and innovation attitude in inter-organisational innovation networks

Author

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  • Giovanna Ferraro
  • Antonio Iovanella

Abstract

Innovation networks constitute a valid structure in which to foster members' abilities to interact and cooperate, reducing environmental uncertainty and enhancing ways to deal with the challenges that derive from economic change. This paper analyses the correlation between the structure of inter-organisational innovation networks and innovation performance. We consider the correlations between weighted quantities and the underlying structure of the network to describe hierarchies and organisational principles, arguing for their influence on innovation. To attest the effectiveness of the approach we propose, as a case study, the Enterprise Europe Network, describing its architecture along with its quantitative information.

Suggested Citation

  • Giovanna Ferraro & Antonio Iovanella, 2016. "Revealing correlations between structure and innovation attitude in inter-organisational innovation networks," International Journal of Computational Economics and Econometrics, Inderscience Enterprises Ltd, vol. 6(1), pages 93-113.
    • Handle: RePEc:ids:ijcome:v:6:y:2016:i:1:p:93-113
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    Cited by:

    1. Ekici, Ahmet & Önsel Ekici, Şule, 2021. "Understanding and managing complexity through Bayesian network approach: The case of bribery in business transactions," Journal of Business Research, Elsevier, vol. 129(C), pages 757-773.
    2. Grégory Guéneau & Didier Chabaud & Marie-Christine Chalus Sauvannet, 2022. "Opening entrepreneurial ecosystem’s black box: the power of networks in African low-income countries," International Entrepreneurship and Management Journal, Springer, vol. 18(2), pages 753-772, June.
    3. Andrea Ancona & Matteo Cinelli & Giovanna Ferraro & Antonio Iovanella, 2023. "Network-based principles of entrepreneurial ecosystems: a case study of a start-up network," Small Business Economics, Springer, vol. 61(4), pages 1497-1514, December.

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