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Managing Collaborative Risks of Integrated Open-Innovation and Hybrid Stage-Gate Model by Applying Social Network Analysis—A Case Study

Author

Listed:
  • Marco Nunes

    (Project Management Department, Tetra Pak, Wilhelm-Bergner-Straße 9c, 21509 Glinde, Germany)

  • Jelena Bagnjuk

    (Project Management Department, University Medical Center Eppendorf, Martinistraße 52, 20251 Hamburg, Germany)

  • António Abreu

    (Department of Mechanical Engineering, Polytechnic Institute of Lisbon, 1959-007 Lisbon, Portugal
    CTS Uninova, 2829-516 Caparica, Portugal)

  • Edgar Cardoso

    (Deutsche Bank, AG 1 Great Winchester Street, London EC2N 2DB, UK)

  • Joane Smith

    (Supply Chain Management Department, Borgwarner, 3000 University Drive, Auburn Hills, MI 48326, USA)

  • Célia Saraiva

    (Department of Informatic Engineering, UTAD-IST, Quinta de Prados, 5000-801 Vila Real, Portugal)

Abstract

It is often argued that efficient collaboration is the key to success. However, research shows that if collaboration is not properly managed, collaborative risks may emerge, threatening business success. Furthermore, research shows that there is a lack of models to support the management of collaborative initiatives in organizations. To address this lack, presented in this work is a model to manage collaborative risks in organizations that work under the open innovation and the hybrid stage-gate development frameworks (two of the most popular collaborative frameworks in product and process development). The model presented in this work is a novel approach to manage collaborative risks in the open innovation and the hybrid stage-gate frameworks, and was developed based on network graph-theory to be used to identify informal collaborative interactions that may lead to the emergence of three major collaborative risks: (1) partner choice risks, (2) task assignment risks, and (3) behavioral risks. The results of the application of the proposed model in a real organizational collaborative context illustrated in the case study show that such collaborative risks can be identified in a timely manner, enabling an organization to efficiently and preventively act to minimize or eliminate the undesired effects of the mentioned collaborative risks.

Suggested Citation

  • Marco Nunes & Jelena Bagnjuk & António Abreu & Edgar Cardoso & Joane Smith & Célia Saraiva, 2023. "Managing Collaborative Risks of Integrated Open-Innovation and Hybrid Stage-Gate Model by Applying Social Network Analysis—A Case Study," Sustainability, MDPI, vol. 15(6), pages 1-33, March.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:6:p:5474-:d:1102453
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    References listed on IDEAS

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    1. Björkman, Ingmar & Kock, Sören, 1995. "Social relationships and business networks: The case of Western companies in China," International Business Review, Elsevier, vol. 4(4), pages 519-535.
    2. Marco Nunes & António Abreu & Célia Saraiva, 2021. "Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships," Sustainability, MDPI, vol. 13(11), pages 1-27, June.
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    8. Faulkner, William N. & Nkwake, Apollo M., 2017. "The potential of Social Network Analysis as a tool for monitoring and evaluation of capacity building interventions," Journal of Gender, Agriculture and Food Security (Agri-Gender), Africa Centre for Gender, Social Research and Impact Assessment, vol. 2(1), April.
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    10. Marco Nunes & Jelena Bagnjuk & António Abreu & Célia Saraiva & Edgar Nunes & Helena Viana, 2022. "Achieving Competitive Sustainable Advantages (CSAs) by Applying a Heuristic-Collaborative Risk Model," Sustainability, MDPI, vol. 14(6), pages 1-24, March.
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