Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 31097
The Strategy of the Innovation Alliance in Higher Education

Authors: Juha Kettunen


The purpose of this study is to visualize the strategic network of higher education institutions and its strategic directions. The strategy map of the balanced scorecard approach is developed to describe the strategic objectives and their causal relationships in higher education. The empirical part of the study presents the survey results of the desired strategic directions of the network obtained from the teachers and other staff of the member institutions. Research and development projects are the most important form of activity in the network, but education and many other forms also turn out to be important. The results of this study support the argument that a strategic innovation alliance is a suitable and useful way to promote collaboration among European higher education institutions. The results of the study can be used by those who wish to promote such international collaboration among higher education institutions.

Keywords: Higher Education, Social Networking, Strategic Planning, Balanced Scorecard

Digital Object Identifier (DOI):

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1291


[1] M. Gibbons, C. Limoges, H. Nowotny, S. Schwartzman, P. Scott, and M. Trow, The New Production of Knowledge: The Dynamic of Science and Research in Contemporary Societies. Thousand Oaks, CA: Sage Publications, 1994.
[2] J. Kettunen, “Innovation pedagogy for universities of applied sciences,” Creative Education, vol. 2, no. 1, pp. 56–62, March 2011.
[3] J. Kettunen, “Learning and teaching in the European strategic network,” The Online Journal of Quality in Higher Education, vol. 2, no. 2, pp. 57–64, 2015.
[4] J. Kettunen, “Strategic network of higher education institutions: Evidence from Europe,” Business Education & Accreditation, vol. 7, no. 1, pp. 87–95, 2015.
[5] R. Cross, and A. Parker, The Hidden Power of Social Networks. Understanding how Work Really Gets Done in Organizations. Boston, MA: Harvard Business School Press, 2004.
[6] R. Kaplan, and D. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston, MA: Harvard Business School Press, 2004.
[7] R. Kaplan, and D. Norton, The Strategy-Focused Organization: How Balanced Scorecard Companies thrive in the New Business Environment. Boston, MA: Harvard Business School Press, 2001.
[8] H. Kunsoo, W. Oh, K. S. Im, R. M. Chang, H. Oh, and A. Pinsonneault, “Value cocreation and wealth spillover in open innovation alliances,” MIS Quart, vol. 36, no. 1, pp. 291–325, March 2012.
[9] L. Pittaway, M. Robertson, K. Munir, D. Denyer, and A. Neely, “Networking and innovation: A systematic review of the evidence,” Int J Manag Rev, vol. 5/6, no. 3-4, pp. 137–168, Sept. 2004.
[10] M. Corso, A. Martini, E. Paolucci, and L. Pellegrini, “Knowledge management in product innovation: An interpretative review,” Int J of Manag Rev, vol. 3, no 2, pp. 341–352, June 2001.
[11] R. S. Kaplan, D. P. Norton, and B. Rugelsjoen, “Managing alliances with the balanced scorecard,” Harward Bus Rev, pp. 114–120, Jan.–Feb. 2010.
[12] J. J. Reuer, and M. P. Koza, “Asymmetric information and joint venture performance: Theory and evidence for domestic and international joint ventures,” Strateg Manage J, vol. 21, no. 1, pp. 81–88, Jan. 2000.
[13] S. S. Burt, Brokerage and Closure: An Introduction to Social Capital. Oxford: Oxford University Press, 2005.
[14] D. Faems, B. van Looy, and K. Debackere, “Interorganizational collaboration and innovation: Toward a portfolio approach,” J Prod Innovat Manag, vol. 22, no. 3, pp. 238–250, May 2005.
[15] H. Perks, and R. Jeffery, “Global network configuration for innovation: A Study of international fibre innovation,” R&D Manage, vol. 36, no. 1, pp. 67–83, Jan. 2006.
[16] D. Romero, and A. Molina, “Collaborative networked organisations and customer communities: Value co-creation and co-innovation in the networking era,” Prod Plan Control, vol. 22, no. 5-6, pp. 447–472, 2011.
[17] A. von Raesfeld, P. Geurts, and M. Jansen, “When is a network a nexus for innovation? A Study of public nanotechnology R&D projects in the Netherlands,” Ind Market Manag, vol. 41, no. 5, pp. 752–758, July 2012.
[18] W. Song, X. Ming, and P. Wang, “Collaborative product innovation network: Status review, framework, and technology solutions,” Concurrent Eng-Res A, vol. 21, no. 1, pp. 55–64, March 2013.
[19] J. Kettunen, “The Strategic evaluation of academic libraries,” Libr Hi Tech, vol. 25, no. 3, 409–421, 2007.
[20] A. Bryman, and E. Bell, Business Research Methods. Oxford: Oxford University Press, 2011.
[21] K. Punch, Introduction to Social Research: Quantitative and Qualitative Approaches. London: Sage Publications, 2005.
[22] R. Yin, Case Study Research: Design and Methods. Thousand Oaks, CA, Sage Publications, 2003.
[23] S. Puntambekar, “Analyzing collaborative interactions: Divergence, shared understanding and construction of knowledge,” Comput Educ, vol. 47, no. 3, pp. 332–351, Nov. 2006.
[24] L. S. Vygotsky, Mind in Society: The Development of Higher Psychological Processes. Cambridge, MA: Harvard University Press, 1978.
[25] J. Tidd, J. Bessant, and K. Pavitt, Managing Innovation: Integrating Technological Market and Organizational Change. Chicester: Wiley, 2001.