The document summarizes a presentation about alignment challenges in innovation ecosystems. It discusses how organizational diversity is necessary for innovation but can also lead to misalignment if stakeholders' expectations, interests and strategies are not well-aligned. As a case study, it examines the Dutch public charging infrastructure for electric vehicles, which has struggled to expand due to misalignment among stakeholders like grid operators, local governments, and charging station providers. The presentation recommends that managers understand differences between organizations, adopt an open mindset, communicate clearly, and partner with similar organizations to improve alignment.
Discussion on the economic value of implementing sustainable business practices in small and mid-sized companies. Includes three case studies and resource links.
Discussion on the economic value of implementing sustainable business practices in small and mid-sized companies. Includes three case studies and resource links.
Running head MULTIPLE- STAKEHOLDER PROCESS To Shelf part.docxcharisellington63520
Running head: MULTIPLE- STAKEHOLDER PROCESS
To Shelf part IV
Clean shelf and the tie’s companies are two companies that have got impacted by the
campaigns of public advocacy groups. The Democratic leadership is also referred to as
participative leadership since it relies on the participation of workers. The aim of the democratic
leader is fostering worker investment in a company by investing employees in their work in the
organization. This type of leadership is important since it encourages workers to set goals that
are workable and notices what they have achieved. They develop plans for their workers to assist
them assess how they perform and push the workers to grow in their work while giving them
support in their advancements and promotions. This type of leadership is good for a leader who
wants to keep workers informed on the matter that can affect them and the leaders who need
their workers to take part in making decision and problem-solving (David, 2009).
Benefits of multi-stakeholder
The partnership does not just bring key stakeholders together so as to discuss issues of policy,
creates consensus and implements, but is assist in improving equality between players and
promotes participation and transparency (Marc & Adriana, 2014). Some of the benefits are:
It promotes equity in policy and implementation- this approach promotes participation of
every interested individual in the process in an equalized manner.
Fosters sharing of innovation and skills: bringing stakeholders who have diverse
perspectives together encourages the participants to view issues in new ways and help the
development of strategies that are new and innovative for a change.
MULTIPLE- STAKEHOLDER PROCESS 2
Promotes grassroots participation and mobilization: the simple existence promotes
participation of community and society companies in the policy debate. Also, it assists in
raising awareness of the main major actors.
Challenges
Inclusion: one of the main challenges of successful partnership is finding the right actors
and brings them to the table. As partnership experience has grown, a main lesson that has come
up is the importance of involving various stakeholders’ views. However, the identification of
important stakeholders and an important level of inclusion should derive directly from the
particular purpose and objective of the partnership.
Differentiating various types of partnership: Multi- stakeholder partnerships range
hugely in terms of functions, complexity, and scope, level of engagement, diversity, and size of
patterns. Various types of partnership get motivated by various factors, have different
governance requirements and face different operational problems. As a result, it is hard to note
and share generic lessons and good practices that apply ac.
Green Training in a Blue Economy: The Role of Training in Corporate Sustainab...Human Capital Media
The training function has been a key player in many of the green initiatives that have sprouted up in recent years. But with the lingering economic doldrums, many organizations are sharpening their focus on the bottom line. Will the “new normal” undercut the drive for a green future? In this session, we’ll look at a number of examples of sustainability initiatives in a variety of organizations and the role of training in supporting them. Finally, we’ll share ideas for training organizations that want to lead by example with environmentally friendly training practices.
Julie Ogilvie, Vice President, Corporate Marketing, SkillSoft
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
Explore how organizations can thrive in a world of ecosystems by reading the full report: http://deloi.tt/2flFYxX
Managing Director at Duke Corporate Education in Singapore, John Davis shares a new leadership framework designed to help organizations compete in a modern, complex, volatile world. The SHIFT framework (Speed, Human-Centricity, Imagination, Flexibility and Trust) outlines key characteristics needed for the future of leadership.
Grand Challenges & Platform EcosystemsPaavo Ritala
Society struggles with variety of grand challenges such as climate change, increasing waste, unequal access to public services, etc. Can digital platforms help with some of such grand challenges and wicked problems?
This presentation covers the basics of "Grand Challenges" as a research topic and provides an overview to a paper published in Journal of Product Innovation Management in 2023 with the title:
Grand challenges and platform ecosystems: Scaling solutions for wicked ecological and societal problems
Open access link to the paper:
https://onlinelibrary.wiley.com/doi/full/10.1111/jpim.12682
This presentation provides an introductory approach to “Sustainability 2.0” and FISDEV (Framework for Integrated Sustainable Development) an open source, collaborative methodology for corporate Sustainable Development.
TCI Latam Redes de clusters de Colombia y Mexico, el camino para la colaborac...TCI Network
Un conversatorio con Mónica Aimé Morales, directora de Red Cluster Colombia, y Manuel Montoya, presidente de la Red Nacional de Clusters de la Industria Automotriz de México (REDCAM), moderado por Rocío Prado, directora ejecutiva de Sintonía del Instituto de Competitividad y Colaboración UPAEP.
Los temas abordados fueron:
1. ¿Cuál es la importancia de una red de clusters?
2. ¿Qué trayectoria han tenido estas redes y qué impacto han tenido para sus clusters en México y Colombia?
3. ¿Cómo pueden colaborar los clusters de Latinoamérica a través de estas redes de clusters?
TCI/MOC Asian Chapter Summer Conference 2022: Mirjana Prica_The Australian fo...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: The Australian food and agribusiness story of resilience in the face of unprecedented disruption.
KEY SPEAKER: Mirjana Prica Managing Director at Food Innovation Australia Ltd (FIAL).
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 2022: Vincent Dugre 'Ecosystem Capaci...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Ecosystem Capacity Building to Support Recovery and Resilience: Canadian Cases.
KEY SPEAKER: Vincent Dugré, Co-founder, Bivizio Inc.
DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC:
KEY SPEAKER: Christophe Guichard, Policy Officer for Cluster Internationalisation, European Commission, Brussels.
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 2022 'Tony Lin: Initiating Green and ...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Initiating Green and Digital Transformation for SMEs: Strategies and Cases.
KEY SPEAKER: Tony Lin, Researcher, Industrial Technology Research Institute (ITRI), Taiwan, and Member Board of Directors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
DATE: 1st July 2022
CHAPTER: Asia
TCI / MOC Asian Chapter Summer Conference 2022: Ken Charman 'Universities and...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Sustainable Upgrading Paths Towards Competitiveness: Cashmere Cluster of Mongolia.
KEY SPEAKER: Tsevelmaa Khyargas and Enkhtuul Sharavdemberel, National University of Mongolia.
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 'Shun Hsiang_Pre-certification of Aqu...TCI Network
DATE: 1st July 2022
GEOGRAPHICAL ZONE: Asia
EVENT: TCI Network Asia Conference 2022
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Pre-certification of Aquaculture: Using Knowledge Graph to Simulate Feasibility of Certification.
KEY SPEAKER: Shun-Hsiang Chang, Research Manager, ITRI Taiwan.
TCI/MOC Asian Chapter Summer Conference: Erjan Akhmetov 'The impact of the Co...TCI Network
DATE: 1st July 2022
GEOGRAPHICAL ZONE: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
TCI/MOC Asian Chapter Summer Conference 2022: Janet Tan 'Production Service i...TCI Network
EVENT: TCI Network Asia Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Production Service in Supply Chain: A business model incubated in Taiwan.
KEY SPEAKER: Janet Tan, San Jose State University, California, USA.
DATE: 1st July 2022
CHAPTER: Asia
TCI /MOC Asian Chapter Summer Conference 2022: Michael Enright '2026 and the ...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
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A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the what'sapp contact of my personal vendor.
+12349014282
#pi network #pi coins #legit #passive income
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This presentation poster infographic delves into the multifaceted impacts of globalization through the lens of Nike, a prominent global brand. It explores how globalization has reshaped Nike's supply chain, marketing strategies, and cultural influence worldwide, examining both the benefits and challenges associated with its global expansion.
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What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
+12349014282
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the what'sapp contact of my personal pi vendor
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where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the what'sapp contact of my personal pi merchant to trade with
+12349014282
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
TCI 2016 How Institutional Logics Constrain Alignment in Innovation Ecosystems
1. Titel presentatie
[Naam, organisatienaam]
Working Day - Track: Academic Track
Collaborative Learning
Dr. Sharon Dolmans
Wouter van Galen - PhD Candidate
Dr. Bob Walrave
One For All or All For One?
How Institutional Logics Constrain
Alignment in Innovation Ecosystems
2. One For All or All For One?
How Institutional Logics Constrain Alignment
in Innovation Ecosystems (article in development)
Dr. Sharon Dolmans
Wouter van Galen - PhD Candidate
Dr. Bob Walrave
3. One for all or all for one?
3
“Instead of struggling for an unattractive dry
tea biscuit, organizations should collaborate to
make the tea biscuit into a much more
valuable cream cake” – Consulting Firm
TCI 2016
4. Path-breaking Technological innovations
Dependent on complementary inter-organizational activities beyond ordinary
exchange relationships(e.g. Möller & Halinen, 1999; Iansiti & Levien, 2004a; Adner, 2006; Teece, 2007;
Dougherty & Dunne, 2011)
Introduction of innovations is a process shaped by the efforts of many actors
(Van de Ven, 1993; Van de Ven et al., 1999; Garud and Karnøe, 2003)
An ecosystem is composed of differentiated, yet highly interdependent
stakeholders
Organizational diversity is a necessary condition for innovation ecosystem
development
4
“Innovation Ecosystem is a network, in which organizations
combine their individual offerings in order to create and
provide an overarching value proposition (Adner, 2006, 2012).”
TCI 2016
5. One for all:
The performance of the innovation
ecosystem as a whole is dependent on
its individual stakeholders and vice
versa
Alignment of stakeholders is essential
for the development of the ecosystem
Failure of any (key) stakeholder to
successfully contribute to and align
with the innovation ecosystem
negatively impacts every organization
in the system (Brusoni and Prencipe, 2013; Moore, 1993;
Iansiti & Levien, 2004a; Adner, 2006, 2012; Adner & Kapoor, 2010;
Williamson & De Meyer, 2012; Overholm, 2014).
5 TCI 2016
6. Or All for one?
• In practice it is difficult to achieve
alignment given the multitude of
stakeholders involved (Wilkinson & Young, 2002;
Williamson & De Meyer, 2012; Sharapov et al., 2013; Kapoor & Lee,
2013)
• Apart from the path-breaking
innovation, organizations typically
pursue a diversity of local goals and
strategies, based on prior vested
interests (Moore, 1993; Williamson & De Meyer, 2012;
Sharapov, Thomas, & Autio, 2013; Kapoor & Lee, 2013)
• Such diversities increase the risk that
decisions and actions among
stakeholders follow divergent or
misaligned paths (Adner, 2006, 2012; Williamson & De
Meyer, 2012)
6 TCI 2016
7. One for all or all for one?
While organizational diversity is a necessary condition for innovation
ecosystem development, it can be a risk if stakeholders are not well-
aligned…
How do diversities influence (the emergence of)
stakeholder misalignment in innovation ecosystems?
7
8. In-depth case study
Theoretical sampling – stagnated ecosystem
(Eisenhardt 1989; Glaser & Strauss, 1967)
“Dutch Public charging infrastructure for
Electric Vehicles (EVs)"
2016: 0,08 public charging point per EV** klimaatmonitor
2020: 0,33 public charging point per EV
8 TCI 2016
2. Method & Research Setting
0
10000
20000
30000
40000
50000
60000
Aantal
Periode
Totaal EV
Publieke laadpunten
9. Data collection
Archival data
30 semi-structured interviews
Grid Operator / national government / local government / energy provider / mobility service
provider / charge point manufacturer / charge point operators / knowledge institutions / car
manufacturer
Data analysis
Verbatim transcription & clustering quotes
Template approach (expectations & visions, interests, strategies)
Triangulation to verify the findings
9 TCI 2016
2. Method & Research Setting
10. 10 TCI 2016
National Government Reactive and corrective role
Knowledge Institutions Advising role/Research
Stakeholder Role
Local Government Responsible for charging point place (location)
Charge Point Manufacturer Manufacture charge points
Grid Operator Connect charge point to grid
Energieproducent Supply electricity
Charge Point Operator Place, maintain and exploit charge points
Car Manufacturer Manufacture EV’s
Mobility Service Provider Sell and supply charging services
12. 12
Dimension Explanation [measure] Private organizations α* Private organizations β** Semipublic organizations** Public organizations**
CPO; MSP; Charging station
manufacturer
Energy provider; Car
manufacturer
Grid operator
Local government; National
government
Core focus Center of interests and daily activities Commercial Commercial Mandatory responsibilities Society
Span of control
Setting of activities and peoples/organizations
that the organization can influence
Internal Internal Both internal and local
Both internal and
national/regional/local
Driver to innovate Main reason to be innovative
Possibility to exploit
opportunities
Possibility to explore
opportunities
Changing setting, legislation,
regulations
Changing setting, societal
interests, legislation
,regulations
Primary aim of
innovation
Desired outcome of innovation activities Profit Learning
Safeguard responsibilities
and legislation compliance
Comply with societal
interests and policies
Collaboration
attitude
Focus of interests and decisions making while
working jointly on an activity
Self-interest Self-interest
Self-interest and social
interest
Social interest
Innovation
behavior
Course of action to achieve innovation
objectives
Fiercely compete for market
share and (mutually)
collaborate for the
development of standards
Participate in (pilot) projects
(mutually) collaborate for
the development of
standards
Participate in (sizeable) pilot
projects and mutual
cooperation for the
development of standards
Supportive and (mutual)
cooperation for the
development of standards
Business
relationship
characteristics
The way in which the association between the
organizations entered into for innovative
purposes can be characterized
Businesslike Businesslike
According strict rules and
agreements
Based upon mutual trust,
transparency and policy
Implementation
process
Process of putting innovation related
decisions or plans into practice
Efficient implementation Effective implementation
Coordinated and effective
implementation
Coordinated and effective
implementation
Innovation
planning
Usual period for planning and performing
innovation activities [Short-Medium-Long]
Short term Long term Long term Medium term
Risk attitude
Attitude toward exposing the organization to
dangerous, harmful or failing situations
Risk taking Risk considerations Risk avoiding Risk considerations
Decision making
attitude
Main aspects of how (important) decisions are
made
Opportunity based decisions Opportunity based decisions
Comprehensive and
thoughtful decisions
Comprehensive and
thoughtful decisions
Decision making
speed
The rate of decision taking[Rapid-Average-
Slow]
Rapid Average Slow Slow
Proactiveness
Creating or controlling a situation by causing
something to happen rather than responding
to it after it has happened [Proactive-Reactive-
Waiting]
Proactive
Ranging from waiting to
proactive
Ranging from waiting to
proactive
Ranging from waiting to
proactive
Open-minded
attitude
Willingness to consider new initiatives and
ideas
[High-Medium-Low]
High Medium Low Medium
Flexibility
The degree to be able to adapt and respond to
(un)foreseen environmental change [Flexible-
Inflexible]
Highly flexible
In between flexible and
inflexible
Inflexible Inflexible
Need for
organization
Short term necessity of a structured and clear
environment in which all organizations follow
the same rules and get equal opportunity to
compete
[High-Medium-Low]
High
Ranging from low to
medium
Ranging from low to
medium
Ranging from low to high
Location of
innovation
challenges
Position of innovation challenges and
corresponding focus[In-house-External]
External In-house and external In-house and external In-house
Employee
influence
Employee’s ability to affect (internal) business
by means of new ideas/innovations [High-
Medium-Low
High Low Low
Ranging from low to
medium
13. Example: Location of Charge Point
13
Charge Point
Operator
Placing, maintenance and
connection
Efficiency and profitability of charge
point €€€
Grid Operator Connection of charge point to grid Distance to grid
Organisation Role Interests
Municipality Owner of public space Local policy/ Interest of citizens
3. Findings
14. The results demonstrate how organizations’ expectations, visions,
interests, strategies and goals are crucial factors that have to be
aligned in order to create a more effective (and profitable) innovation
ecosystem
Misalignment hampers inter-organizational collaborations and
consequently the development of the path-breaking innovation
14
4. Discussion
15. Practical recommendations
managers of participating organizations should:
(1) become aware of differences in organizational characteristics
(2) adopt a mindset of openness to comprehend and to learn are
critical in order to achieve agreement and fruitful collaborations
(3) try to communicate much more clearly what they want and expect
of other participating organizations
(4) partner up with comparable organizations to align their messages
15
Editor's Notes
7.500 publieke oplaadpunten en rijden er ruim 91.000