Handbook on the Knowledge Economy, Volume Two

Handbook on the Knowledge Economy, Volume Two

Elgar original reference

Edited by David Rooney, Greg Hearn and Tim Kastelle

Readers with interests in managing knowledge- and innovation-intensive businesses and those who are seeking new insights about how knowledge economies work will find this book an invaluable reference tool. Chapters deal with issues such as open innovation, wellbeing, and digital work that managers and policymakers are increasingly asked to respond to. Contributors to the Handbook are globally recognised experts in their fields providing valuable guidance.

Chapter 12: Network Activation in the Knowledge Economies

Susan Moger

Subjects: business and management, knowledge management, organisational innovation, public management, innovation and technology, innovation policy, knowledge management, organisational innovation, politics and public policy, public administration and management, public policy


Susan Moger1 For some time, scholars have been debating the significance and impact of networks upon a firm’s overall market effectiveness and competitiveness. Many scholars now suggest that firms are embedded in networks with other firms, and these relationships can be competitive and collaborative in nature (Achrol, 1997; Achrol and Kotler, 1999; Anderson et al., 1994; Ford et al.,1998). In particular, work exploring the impact of what is termed ‘network competence’ upon a firm’s overall marketing and commercial capacity has begun to advance the debate concerning the qualities and properties of a network marketing approach (Ritter and Gemunden, 2003). The participation in differing types of networks is also perceived to be an important factor in the management of change and the innovation process (Granovetter, 1973; Gryskiewicz, 2008). This chapter examines some of the characteristics that, it is argued, could contribute to an understanding of network competence. It explores the mechanisms by which knowledge is transferred during the innovation process, by an individual termed a ‘network activator’ and by a process termed ‘network activation’. These concepts may throw further light upon the concept of ‘network competence’. In initial work, reported in Rickards and Moger (1999), the term ‘network activator’ was developed to designate a particular type of change-centred individual who was capable of obtaining information from external sources and then disseminating this throughout the organization. Further work proposed the concept of ‘network activation’ to designate the processes such individuals undertook, and investigated the infrastructural support of such individuals, their orientation...

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