Table of Contents

Public–Private Innovation Networks in Services

Public–Private Innovation Networks in Services

Edited by Faïz Gallouj, Luis Rubalcaba and Paul Windrum

This book is devoted to the study of public–private innovation networks in services (ServPPINs). These are a new type of innovation network which have rapidly developed in service economies. ServPPINs are collaborations between public and private service organisations, their objective being the development of new and improved services which encompass both technological and non-technological innovations.

Chapter 1: Public–private innovation networks in services (ServPPINs)

Faïz Gallouj, Luis Rubalcaba and Paul Windrum

Subjects: economics and finance, economics of innovation, evolutionary economics, services, innovation and technology, economics of innovation, innovation policy


The research presented in this book expands both the breadth and depth of knowledge on public–private sector innovation networks in services (ServPPINs), and how these networks contribute to the knowledge society through the development of technological and non-technological innovations. Given the increasing prevalence of these networks, improved understanding of the processes and outputs of these innovation networks is important for the development of policy for the knowledge society. An important stimulus for the interest in public–private innovation networks is the growing recognition of the important role played by public sector organizations in innovation. The public sector is a key source of innovation within the modern knowledge society. Public sector organizations are diverse and play many roles in the innovation process. They are innovators in their own right, whose innovations are used by private sector and third sector organizations as well as by other public sector organizations. Public organizations also engage in the co-production of innovations with partners from the private sector and the third sector. They are also standards-setters who provide platforms for profit-making firms and third sector organizations. Other key roles played by public sector organizations include lead users and large purchasers of innovations, which are developed in the public sector and in other sectors.

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