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Abstract


High‐technology firms need to innovate effectively to survive and prosper. However, one aspect of innovation that needs more consideration is the influence of the social networks of the innovators and the decision‐makers on the innovation process.


This paper develops a model for innovation using the concept of reputation management. It is suggested that differences in the social networks of the actors involved — specifically whether they are in strong, weak or new networks — can influence the success or otherwise of that innovation.


Innovators and decision‐makers are strongly influenced by the requirement to protect and enhance their reputations. These arguments are illustrated with data from a case study from the aerospace sector.


Copyright © 2001 John Wiley & Sons, Ltd.

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