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Games Of Innovation: The Roles Of Nonprofit Organisations

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  • MARGARET DALZIEL

    (University of Ottawa, School of Management, 136 Jean-Jacques Lussier, Ottawa, ON K1N 6N5, Canada)

Abstract

Games of innovation involve four types of organisational players: firms, governments, universities, and nonprofit organisations. Of the four, nonprofit organisations are the least well understood. To capture the contributions of all types of organisational players, I adopt the perspective of a focal firm and consider the roles that other organisations play with respect to its ability to innovate. I introduce the roles of institutional enabler and institutional balancer, in which another organisation increases or decreases, respectively, the focal firm's ability to innovate by shaping the networks and markets in which it participates. I then develop propositions regarding the importance of the institutional enabler and balancer roles, and the roles of nonprofit organisations, in games of innovation.

Suggested Citation

  • Margaret Dalziel, 2007. "Games Of Innovation: The Roles Of Nonprofit Organisations," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 11(01), pages 191-214.
    • Handle: RePEc:wsi:ijimxx:v:11:y:2007:i:01:n:s1363919607001679
    DOI: 10.1142/S1363919607001679
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    References listed on IDEAS

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    1. Carliss Y. Baldwin & Kim B. Clark, 2000. "Design Rules, Volume 1: The Power of Modularity," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262024667, April.
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    2. Rosana Fuentes-Fernández & Eduardo Sánchez-García & Javier Martínez-Falcó & Bartolomé Marco-Lajara, 2024. "Uncovering external factors that influence the acquisition of knowledge for innovative purposes," Operational Research, Springer, vol. 24(3), pages 1-28, September.

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