Purpose – In innovation networks, SMEs’ capability to innovate is both enhanced and restricted by more powerful or better positioned partners. In this article, we ask how managers of processing SME-suppliers in Italian and Swiss food innovation networks experience their relationships with innovation network partners and how they configure modes of interaction with them. Design/methodology/approach –A series of problem centred interviews with managers of six Swiss and five Italian food sector SME was conducted. Findings – Findings describe how SME-managers in the two regions perceive the nature of interaction as well as benefits and disadvantages resulting from asymmetric relationships within networked innovation process. Differences in the perception frame and their impact on behaviour in innovation networks are analyzed. Research limitations/implications – Our data are only valid for the food sector in the two regional markets. Furthermore, our paper only displays the perspective managers of 1st and 2nd processing food SME suppliers. Additional data should be gathered on the perspective of other network partners as well as on real-time communication between them. Practical implications – Our findings suggest that active cooperation with especially customers in innovation network supports innovation opportunities of processing food SME suppliers. Originality/value – Scholars so far comprehensively deduced potential advantages and problems resulting from asymmetries in power and positioning of partners for knowledge sharing in innovation networks but not yet investigated its specifics. Particularly, empirical work on the perspective of managers from processing SME-suppliers on innovation related cooperation with their partners in the value chain on networked innovation is yet almost scant. Key words – food processing industry, networked innovation, asymmetric relationships, SME manager, food innovation Paper type – Research paper

Asymmetric relationships in networked food innovation processes

Colurcio M;
2012-01-01

Abstract

Purpose – In innovation networks, SMEs’ capability to innovate is both enhanced and restricted by more powerful or better positioned partners. In this article, we ask how managers of processing SME-suppliers in Italian and Swiss food innovation networks experience their relationships with innovation network partners and how they configure modes of interaction with them. Design/methodology/approach –A series of problem centred interviews with managers of six Swiss and five Italian food sector SME was conducted. Findings – Findings describe how SME-managers in the two regions perceive the nature of interaction as well as benefits and disadvantages resulting from asymmetric relationships within networked innovation process. Differences in the perception frame and their impact on behaviour in innovation networks are analyzed. Research limitations/implications – Our data are only valid for the food sector in the two regional markets. Furthermore, our paper only displays the perspective managers of 1st and 2nd processing food SME suppliers. Additional data should be gathered on the perspective of other network partners as well as on real-time communication between them. Practical implications – Our findings suggest that active cooperation with especially customers in innovation network supports innovation opportunities of processing food SME suppliers. Originality/value – Scholars so far comprehensively deduced potential advantages and problems resulting from asymmetries in power and positioning of partners for knowledge sharing in innovation networks but not yet investigated its specifics. Particularly, empirical work on the perspective of managers from processing SME-suppliers on innovation related cooperation with their partners in the value chain on networked innovation is yet almost scant. Key words – food processing industry, networked innovation, asymmetric relationships, SME manager, food innovation Paper type – Research paper
2012
Food processing industry, Networked innovation, asymmetric relationships, ; Food innovation; SME manager
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/20.500.12317/10268
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