Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors
Abstract
:1. Introduction
2. Literature Review
- (1)
- Research into the collaborative innovation network. A collaborative innovation network is comprised of enterprises and other subjects (universities, research institutes, governments, intermediaries, etc.) [12]. To increase the chance of success in innovation, subjects are increasingly dependent on complementary knowledge from other subjects. The tendency towards cooperation is becoming increasingly apparent. The network innovation model of multi-subject interaction exhibits a nonlinear effect on system superposition through in-depth cooperation and resource integration [13]. Innovation is no longer a separate activity. Instead, it is a holistic activity that is performed by a complex network. However, when compared with a general innovation network, the collaborative innovation network emphasizes knowledge interaction and technology transfer. It focuses more on the role that is played by the government and institutional environments and it emphasizes the synergistic effect and periodic cooperation [14]. Jianyu’s study showed that knowledge transfer and innovation capacity are the dominant factors in the evolution of the Chinese industry–university-research collaborative innovation [15]. Fernandez-Esquinas et al. explored the knowledge transfer mechanism of a collaborative innovation system and then categorized it into five potential dimensions [16]. Rehm et al. analyzed how those small-and-medium-sized enterprises (SMEs) use knowledge management to address the three challenges in establishing partnerships, integrating partner value, and positioning innovation in the formation and operation of a collaborative innovation network [17]. The competitive drive of a collaborative innovation network is reflected in the information that is received and the feedback speed of the subject’s innovation ability [18]. The complementary advantages and resource integration reflect functional collaboration [19]. Both are the major forms of the collaborative network transfer mechanism.
- (2)
- Research into network evolution. The core of innovation network evolution lies with the complementary resources (funding, technology, and market), member changes, preferential link mechanisms, and periodic cooperation [20]. Changes in the relationships within the main elements of a collaborative innovation network, including enterprises, universities, research institutions, government, and social service systems, inevitably lead to the evolution of network structure. Ivan reported that the cognitive distance, cognitive ability, and communication mechanism of the R&D innovation subject are the main factors in a collaborative network structure. The dynamic cooperation is formed through the selection mechanism of knowledge space [21]. Gay and Dousset also stated that the frequency of the entry and exit for enterprises leads to changes to the network, and that the time and spatial boundaries of network construction change as a result [22]. Correspondingly, changes to network structure can show the evolution process and characteristics. Xia’s research regarding information and communication technology industry showed that, as scale increases, the innovation network has obvious small-world effects and scale-free characteristics [23]. Tatarynowicz determined the different network structure characteristics of industries that are driven or stabilized by technology [24]. With changes in the network, specific characteristics are formed and enterprises show adaptive collaborative behavior. Van’s study found that, as knowledge transfer is a dynamic process, the decisions of an enterprise change according to the new circumstances and knowledge base [25]. This state continues over time, which leads to a continuous interactive iteration between the collaborative innovation behavior and the network structure.
- (3)
- Research into innovation resources. Current findings suggest that the amount of resources that is required for the innovation process is increasing. As a result of certain constraints, the gap between the resources that are owned by a single entity and those needed to conduct innovative activities increases [26]. Therefore, to ensure success in innovation, the key is to have a basis for innovation profitability, including professional manufacturing capabilities, heterogeneous knowledge, channels, and other innovation resources. The “innovation resource” is a new type of resource that consists of a series of shareable material resources and non-material resources, including human resources, knowledge, and technology [27]. The view on the network and resource is that, while providing information and knowledge resources through enterprise network partners, it can address the problem of resource constraints. The integration of resources can lead to benign resources in the business process and reduce the risk of participation identification and information acquisition. Due to the scarcity of resources, enterprises must cooperate with the external resource controllers to access the required resources [28]. The network contains key resources, and a common language or value system in the network that enables enterprises to improve their ability to exchange, integrate, and acquire innovative resources, such as information and knowledge [29,30]. Ritala and Hurmelinna-Laukkanen’s study showed that, if enterprises collaborate with their competitors, their ability to access external resources improves and their resource boundaries expand. This facilitates the spreading, innovation, and application of knowledge [31]. Enterprises can consider integrating similar and complementary resources through cooperation, thereby jointly achieving value creation [32].
3. Exploratory Case Study
4. Model
4.1. Model Establishment
4.1.1. Resource-Priority Rule
4.1.2. Resource Growth Rule
4.2. Basic Assumptions
4.3. Simulation Steps
5. Simulation Results and Discussion
5.1. Changes in the Number of Innovative Network Enterprises
5.2. Innovation Network Average Transformation
5.3. Innovation Network Historical Average Transformation
5.4. Innovation Network Average Age Change
5.5. Evolution of the Innovation Network
6. Conclusions
Author Contributions
Funding
Conflicts of Interest
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Wu, Z.; Shao, Y.; Feng, L. Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors. Information 2019, 10, 138. https://doi.org/10.3390/info10040138
Wu Z, Shao Y, Feng L. Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors. Information. 2019; 10(4):138. https://doi.org/10.3390/info10040138
Chicago/Turabian StyleWu, Zhaoyang, Yunfei Shao, and Lu Feng. 2019. "Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors" Information 10, no. 4: 138. https://doi.org/10.3390/info10040138
APA StyleWu, Z., Shao, Y., & Feng, L. (2019). Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors. Information, 10(4), 138. https://doi.org/10.3390/info10040138