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Member-care leadership in regional innovation networks: caring for single members – a hidden process?

Member-care leadership in regional innovation networks: caring for single members – a hidden... Abstract Although MSMEs are expected to benefit the most from participating in collaborative innovation, they often struggle to gain these benefits. This study contributes knowledge about how to reduce the barriers. Three regional innovation networks were studied primarily through semi-structured interviews. They were formal networks, and the tourism sector was the main industry. Data analysis followed the grounded theory. A hidden but essential practice of network orchestration is constructed, i.e. ‘member-care leadership.’ Involving the subpractices of empathizing, engaging, and supervising single members’ to increase value from participating in the network. In particular, member-care leadership enables MSMEs to prioritize and carry out network activities and innovation at and between network gatherings. The care subpractices are interdependent, dynamic, and relational. The practice triggered learning and innovation within the enterprises and increased the enterprises ‘of-gathering activity’, knowledge sharing, and performance at the network level. This suggests that innovation network literature should take a humanistic and relational approach to orchestration. The study also provides an understanding of how network-driven innovation involves multileveled and dynamic processes, with orchestration and activity at the enterprise and network levels and between these levels. A policy implication is that member-care leadership should be acknowledged and allocated human and economic resources. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Small Business & Entrepreneurship Taylor & Francis

Member-care leadership in regional innovation networks: caring for single members – a hidden process?

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References (40)

Publisher
Taylor & Francis
Copyright
© 2022 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
ISSN
0827-6331
eISSN
2169-2610
DOI
10.1080/08276331.2022.2111163
Publisher site
See Article on Publisher Site

Abstract

Abstract Although MSMEs are expected to benefit the most from participating in collaborative innovation, they often struggle to gain these benefits. This study contributes knowledge about how to reduce the barriers. Three regional innovation networks were studied primarily through semi-structured interviews. They were formal networks, and the tourism sector was the main industry. Data analysis followed the grounded theory. A hidden but essential practice of network orchestration is constructed, i.e. ‘member-care leadership.’ Involving the subpractices of empathizing, engaging, and supervising single members’ to increase value from participating in the network. In particular, member-care leadership enables MSMEs to prioritize and carry out network activities and innovation at and between network gatherings. The care subpractices are interdependent, dynamic, and relational. The practice triggered learning and innovation within the enterprises and increased the enterprises ‘of-gathering activity’, knowledge sharing, and performance at the network level. This suggests that innovation network literature should take a humanistic and relational approach to orchestration. The study also provides an understanding of how network-driven innovation involves multileveled and dynamic processes, with orchestration and activity at the enterprise and network levels and between these levels. A policy implication is that member-care leadership should be acknowledged and allocated human and economic resources.

Journal

Journal of Small Business & Entrepreneurship – Taylor & Francis

Published: Sep 2, 2024

Keywords: SME; network-driven innovation; orchestration; care leadership; inter-organizational networks; PME; innovation entraînée par les réseaux; orchestration; leadership en matière de soins; réseaux inter-organisationnels

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