The story of Innovating Together

Abstract

Qualitative study on the relationship between innovation-driven collaborations and in-company innovation. Literature study supported by examples from interviews at diverse organisations. Four preconditions for collective innovation are discussed in the results: conflict and interdependence were already accepted preconditions in this field. Expected reward and compatibility were added after the interviews. These additional preconditions were anticipated in literature in a change from politically engaged collaborations to collaborations aimed at general mutual benefits. The combination of the effect of the preconditions on innovation-driven collective action affects the in-company innovation which can be radical or incremental. This paper supports a new narrative for collaborations. They are not only the result of conflict or interdependency, but also of entrepreneurship; seeing and creating chances for collective action to innovate. All cases provide examples of expected reward and/or compatibility as a reason for innovation-driven collective action next to conflict or interdependency. Next to this, the organisations often gained more than just innovations from innovation-driven collective action. Employees that are involved develop multiple professional skills and organisations are inspired by the example set by their partner.