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This initiative also allows teams to work collectively through interdisciplinary groups to address critical parts within the value chain. Instill an innovation mindset to drive changes in the construction industry through digitalization and system practices Build a cohesive and effective team through understanding own weaknesses and strengths in self-leadership and communication skills with strategic use of resources at disposal.

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Develop an entrepreneur mindset through sharpening financial acumen and developing awareness on market orientation. Develop innovation leadership and adopt an innovative problem solving approach through hands-on design thinking workshop. To develop collaborative leadership in the digital age through adopting a multi-stakeholder approach. To ensure a sustainable growth of firm through business development, strategic brand management and foresight in retention of talents for succession. To bring about exponential growth in business through internationalization, building professional relationship and understanding cross-cultural management while mitigating risk and crisis.

To harness digital technology and to develop a strategic foresight in this volatile, uncertain, complex and ambiguous construction environment for transformation of industry. To build capacity for internationalization by acquiring skills and knowledge in innovation management and leadership as well as by developing strategic foresight to accelerate global growth. To explore regional growth and future collaboration in high growth regions e.

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Networks of information exchange define the structure of the activity and help predict organisational configurations for successful project outcomes. The book probes the corporate entities of both client and contractor organisations, analysing new ways of working to encourage the move towards more collaborative practices in the construction industry.

Undetected location. NO YES. Selected type: Hardcover. Added to Your Shopping Cart. View on Wiley Online Library. This is a dummy description. Finally, we collect or summarize the previous theories in a conceptual framework that could present a clear mechanism for the interaction process between network actors that might lead to better innovation performance. This framework shows how an efficient collaboration or interaction between public and private actors is happening dynamically along the network product lifecycle, reinforced by social capital so as to have better innovation output and performance.

Within the framework Figure 1 , the innovation process proceeds as follows: the public and private actors communicate and interact between each other, where complex knowledge and technologies are exchanged between them in a collaborative environment and supported by the social capital, to produce better technological innovation output. The interaction processes and the production of innovation output are dynamically evolving along the network lifecycle.

In each stage of the network lifecycle, the nature of the interaction processes and innovation activities are different e. Figure 1. A conceptual framework for technological public—private innovation networks. Following the innovation network lifecycle developed by Gallouj, Rubalcaba, and Windrum , described earlier, we expect that the role of network actors private and public change from one stage to another depending on the nature of required knowledge and technologies and the degree of involvement of each actors.

For example, in the crystallization stage, the role of public actors represented by universities and public research centres is the most important among the other members for the initiation of innovation networks, no demand is articulated yet in this stage, and the participation of private organizations is not high.

Collaborative Relationships in Construction | Wiley Online Books

The dynamic process of the technological public—private innovation networks allows for the transition from one stage to another along the network lifecycle e. Network actors either reinforce each other to produce and diffuse new technological resources or, conversely, hamper each other.

Social network analysis indicators are important to explain how innovation network safeguards continue the process of knowledge and technologies flowing within the network, therefore they also change from one stage to another along the network lifecycle. In this article, we have developed a conceptual framework to account for technological public—private innovation networks. This framework accounts for the cooperation between public and private actors in a complex, dynamic, social, and interactive network structure that might lead to efficient interaction processes between network actors and might lead to better innovation outputs.

In such a framework, innovation output is produced through dynamic interaction processes between the public and private actors along the network lifecycle. In each stage, various interactions occur and different modes and various quantities of knowledge and technological resources are exchanged, reinforced by the existence of social capital. The combination of the product lifecycle model and social network analysis allows us to analyze the structure of technological public—private innovation networks at each stage of the lifecycle and to reveal important information about how the roles of public and private actors are manifesting.

Agapitova, N. Arechavala-Vargas, R. Becker, W.


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