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A collaborative innovation network (CoIN) is a collaborative innovation practice that uses internet platforms to promote communication and innovation within self-organizing virtual teams.
Coins work across hierarchies and boundaries where members can exchange ideas and information directly and openly. This collaborative and transparent environment fosters innovation. Peter Gloor describes the phenomenon as "swarm creativity." He says, "CoINs are the best engines to drive innovation." [1]
CoINs existed well before the advent of modern communication technology. However, the Internet and instant communication improved productivity and enabled the reach of a global scale. Today, they rely on the Internet, e-mail, and other communications vehicles for information sharing. [1]
According to Gloor, CoINs have five main characteristics: [1]
There are also five essential elements of collaborative innovation networks (which Gloor calls "genetic code"): [1]
CoINs have been developing many disruptive innovations such as the Internet, Linux, the Web and Wikipedia. Students with little or no budget created these inventions in universities or labs. They were not focused on the money but on the sense of accomplishment. [1]
Faced with creations like the Internet, large companies such as IBM and Intel have learned to use the principles of open innovation to enhance their research learning curve. They increased or established collaborations with universities, agencies, and small companies to accelerate their processes and launch new services faster. [1]
Asheim and Isaksen (2002) [2] conclude that innovative network contributes to the achievement of optimal allocation of resources, and promoting knowledge transfer performance. However, four factors of collaborative innovation networks affect the performance of CoINs differently: [3]
Collaborative innovation still needs to be empowered. A more collaborative approach involving stakeholders such as governments, corporations, entrepreneurs, and scholars is critical to tackling today's main challenges.[ according to whom? ]
Knowledge management (KM) is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organizational objectives by making the best use of knowledge.
Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. ISO TC 279 in the standard ISO 56000:2020 defines innovation as "a new or changed entity, realizing or redistributing value". Others have different definitions; a common element in the definitions is a focus on newness, improvement, and spread of ideas or technologies.
Creativity is a characteristic of someone that forms something novel and valuable. The created item may be intangible or a physical object. Creativity enables people to solve problems in new or innovative ways.
Team building is a collective term for various types of activities used to enhance social relations and define roles within teams, often involving collaborative tasks. It is distinct from team training, which is designed by a combine of business managers, learning and development/OD and an HR Business Partner to improve the efficiency, rather than interpersonal relations.
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
Knowledge transfer refers to transferring an awareness of facts or practical skills from one entity to another. The particular profile of transfer processes activated for a given situation depends on (a) the type of knowledge to be transferred and how it is represented and (b) the processing demands of the transfer task. From this perspective, knowledge transfer in humans encompasses an expertise from different disciplines: psychology, cognitive anthropology, anthropology of knowledge, communication studies and media ecology.
The knowledge economy, or knowledge-based economy, is an economic system in which the production of goods and services is based principally on knowledge-intensive activities that contribute to advancement in technical and scientific innovation. The key element of value is the greater dependence on human capital and intellectual property as the source of innovative ideas, information and practices. Organisations are required to capitalise on this "knowledge" in their production to stimulate and deepen the business development process. There is less reliance on physical input and natural resources. A knowledge-based economy relies on the crucial role of intangible assets within the organisations' settings in facilitating modern economic growth.
Collaboration is the process of two or more people, entities or organizations working together to complete a task or achieve a goal. Collaboration is similar to cooperation. Most collaboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. Teams that work collaboratively often access greater resources, recognition and rewards when facing competition for finite resources.
Knowledge workers are workers whose main capital is knowledge. Examples include ICT Professionals, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, editors, and academics, whose job is to "think for a living".
Participatory management is the practice of empowering members of a group, such as employees of a company or citizens of a community, to participate in organizational decision making. It is used as an alternative to traditional vertical management structures, which has shown to be less effective as participants are growing less interested in their leader's expectations due to a lack of recognition of the participant's effort or opinion.
Open innovation is a term used to promote an information age mindset toward innovation that runs counter to the secrecy and silo mentality of traditional corporate research labs. The benefits and driving forces behind increased openness have been noted and discussed as far back as the 1960s, especially as it pertains to interfirm cooperation in R&D. Use of the term 'open innovation' in reference to the increasing embrace of external cooperation in a complex world has been promoted in particular by Henry Chesbrough, adjunct professor and faculty director of the Center for Open Innovation of the Haas School of Business at the University of California, and Maire Tecnimont Chair of Open Innovation at Luiss.
Human-based computation (HBC), human-assisted computation, ubiquitous human computing or distributed thinking is a computer science technique in which a machine performs its function by outsourcing certain steps to humans, usually as microwork. This approach uses differences in abilities and alternative costs between humans and computer agents to achieve symbiotic human–computer interaction. For computationally difficult tasks such as image recognition, human-based computation plays a central role in training Deep Learning-based Artificial Intelligence systems. In this case, human-based computation has been referred to as human-aided artificial intelligence.
A knowledge productionmode is a term from the sociology of science which refers to the way (scientific) knowledge is produced. So far, three modes have been conceptualized. Mode 1 production of knowledge is knowledge production motivated by scientific knowledge alone which is not primarily concerned by the applicability of its findings. Mode 1 is founded on a conceptualization of science as separated into discrete disciplines. Mode 2 was coined in 1994 in juxtaposition to Mode 1 by Michael Gibbons, Camille Limoges, Helga Nowotny, Simon Schwartzman, Peter Scott and Martin Trow. In Mode 2, multidisciplinary teams are brought together for short periods of time to work on specific problems in the real world for knowledge production in the knowledge society. Mode 2 can be explained by the way research funds are distributed among scientists and how scientists focus on obtaining these funds in terms of five basic features: knowledge produced in the context of application; transdisciplinarity; heterogeneity and organizational diversity; social accountability and reflexivity; and quality control. Subsequently, Carayannis and Campbell described a Mode 3 knowledge in 2006.
Knowledge sharing is an activity through which knowledge is exchanged among people, friends, peers, families, communities, or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the knowledge management process.
Computational creativity is a multidisciplinary endeavour that is located at the intersection of the fields of artificial intelligence, cognitive psychology, philosophy, and the arts.
A knowledge broker is an intermediary, that aims to develop relationships and networks with, among, and between producers and users of knowledge by providing linkages, knowledge sources, and in some cases knowledge itself, to organizations in its network.
Innovation management is a combination of the management of innovation processes, and change management. It refers to product, business process, marketing and organizational innovation. Innovation management is the subject of ISO 56000 series standards being developed by ISO TC 279.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. A leader's conceptual abilities include agility, judgment, innovation, interpersonal tact, and domain knowledge. Leaders are characterized as individuals who have differential influence over the setting of goals, logistics for coordination, monitoring of effort, and rewards and punishment of group members. Domain knowledge encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.
Vincent Mangematin is a French researcher and professor in management, specialized in Strategy, Strategic management of Innovation and Technology Management. He is currently professor and scientific director at Grenoble Ecole de Management.
Mark Westoby is an Australian evolutionary ecologist, emeritus professor at Macquarie University, and a specialist in trait ecology.
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