Public–Private Innovation Networks in Services
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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.
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Chapter 12: Effects of institutions on the integration of end-users’ knowledge in ServPPINs: lessons from two case studies in agro-environmental knowledge-intensive services

Pierre Labarthe, Faïz Gallouj and Faridah Djellal


This chapter is based on the analysis of two case studies in France (see Appendix for a description of the cases): a new advisory service for farmers based on satellite technologies (case FARMSTAR) and a new authentication and geo trace ability system for securing the environmental and organoleptic quality of wine (case GEOWINE). Thus, the cases deal with innovations in the sector of knowledge-intensive services (KIS) that aim at reducing the environmental impact of agriculture and enhancing the quality of its products (here cereals and wine). The goal of this chapter is to confront some theoretical hypotheses about public–private innovation networks in services (ServPPINs) with empirical evidences deriving from the analysis of these two case studies. One major theoretical assumption regarding ServPPINs is that they would allow a better integration of end-users’ knowledge in the innovation process. The cases may enable an understanding of under which conditions (regarding the institutional context) such a hypothesis is validated or not. We chose to compare two cases in order to understand how different institutional settings of ServPPINs may affect their ability to better integrate end-users in designing the very content of the knowledge produced in the back-office dimension of services. The case of KIS such as farm advisory services is very specific.

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