The role of individuals in innovation networks

Background: The focus of this study is innovation in local governments taking place through the formation of governance networks with a Triple Helix character. According to previous research, governance networks in local... [ view full abstract ]

Background: The focus of this study is innovation in local governments taking place through the formation of governance networks with a Triple Helix character.
According to previous research, governance networks in local government are often considered as being the results of a need to solve complex and wicked problems that require resources from more than one organization/actor. The outcome of governance network solutions are however not clear. Research on the topic is inconsistent as collaboration between actors from different sectors often proves to be more challenging than expected. In spite of this, one common prerequisite when local governments apply for funding from government or the EU for innovation projects is that a Triple Helix is formed. In the light of the above, the research question is:

How does the innovation process in governance networks function?

Theoretical framework: Networks do not function in isolation, yet in governance network literature they are often described without reference to their environment. Therefore the theoretical framework in this article broadens governance network ideas with stakeholder theory, and the notion of the many stakeholders’ stakes in the networks. This theoretical framework allows for the process within governance networks to be explored including influences and pressures from external stakeholders such as government or the EU.

Method: Three explorative case studies of Triple Helix governance networks for local government innovation were conducted using interviews, observations, and documents. In all cases wicked problems, such as sustainable development and climate change, are addressed.

Findings and contribution: This study adds a new perspective to the discussion of local government innovation in network by framing the innovation process and thus allowing more specific analysis and understanding of innovation governance on subnational level. The innovation process in the networks studied differs from the one described in previous research. Point of origin is the definition of a problem by an individual or an organisation and the statement of a vision, an organisation is built around this. Next in the process the network is called in due to a need of resources, mainly in knowledge, but financial resources are also a reason for networking. This is a result of demands from the major funding agency, well-defined Triple Helix projects gets funding. The network is called together from the individual contacts of the project instigator. When realising the project, driven individuals with clear goals play a major part. Contrary to previous research on networks, aligning goals does not seem to be an issue; the innovative ideas instead seem to sprout from the diverse goals of participants. The individual is thus in focus throughout the networked faze of the innovation process, both in creating the network from contacts and in driving the work of the network towards outcomes. Consequently, the actors in networks need to be considered as individuals, not, as is the case in most previous research, as organisations.