The Status of Collaboration and the Role of Innovation: Supporting Networks in Canadian Industry

The Conference Board of Canada, 126 pages, August 10, 2015
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This report addresses the issues affecting how Canadian companies collaborate for more success in innovation and how they take advantage of innovation-supporting networks (ISNs).

Document Highlights

Collaboration and the use of innovation-supporting networks (ISNs) are essential processes in enhancing the extent and effectiveness of innovation efforts in companies. In 2014, an online questionnaire on corporate collaboration and the role of innovation-supporting networks was sent to the senior managers of Canadian companies. The survey targeted firms of all sizes, in all sectors of industry, and in all provinces and territories. Over 500 companies responded. This report addresses two important aspects of innovation management: company-to-company collaboration, and the role of ISNs. It sheds light on why Canadian companies collaborate, the prevalent areas of collaboration, the location of their collaboration partners, the preferred governance principles, and the impact of collaboration on corporate performance. The report presents data on the types of ISNs in which Canadian companies participate, the partners they desire in such networks, the preferred initiators and governance of ISNs, and the benefits they reap from such networks.

Table of Contents

Executive Summary

Chapter 1—Introduction

  • About This Report

Chapter 2—Objectives and Prevalent Areas of Collaboration in Canadian Industry

  • Intra-Corporate Collaboration in Canadian Industry
  • Inter-Corporate Collaboration in Canadian Industry
  • Reasons Not to Collaborate
  • Reasons for Collaboration
  • Rationale for Entering Into Formal Collaborations
  • Prevalent Domains of Collaboration in Canadian Industry
  • Collaboration Inhibitors

Chapter 3—Finding the Right Partners and Managing the Collaboration—Practices in Canadian Industry

  • Finding and Selecting the Right Partners
  • Location of Collaborators
  • Duration of Collaborations
  • Collaboration Governance and Management
  • Executive Involvement and HR Management Impacts

Chapter 4—The Value of Collaboration

  • Value of Collaborations
  • Reasons for Collaboration Failure
  • Lead Customers
  • Conclusions

Chapter 5—Innovation-Supporting Networks: Participation and Desired Partners for Canadian Companies

  • Canadian Companies’ Participation in Innovation-Supporting Networks
  • Types of Innovation-Supporting Networks Preferred by Canadian Companies
  • Desired ISN Partners

Chapter 6—Innovation-Supporting Networks: Governance, Initiation, and Value for Companies and Organizations

  • Structure and Governance of Innovation-Supporting Networks and Their Challenges
  • Priority Objectives for Participation in and Value of Innovation-Supporting Networks
  • Perceived Benefits and Preferred Initiators of Innovation-Supporting Networks
  • Observations and Conclusions

Appendix A—Collaboration and Innovation-Supporting Networks Study Demographics

  • Response Demographics

Appendix B—Bibliography

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