Enabling Multiple Dimensions of Proximity to Sustain Cross-sector Networks for Innovation by Nii Addy, PhD Mc Gill at the TCI 2018

1. 1

2. Enabling Multiple Dimensions of
Proximity to Sustain Cross-sector
Networks for Innovation:
A case from Quebec
Nii Addy, PhD
TCI 2018
October 18, 2018

3. • The issue
– How to bridge institutional, organizational, cognitive, and social divides
among diverse network/cluster members who are spread over multiple
geographic regions for learning and innovating?
– Food ecosystem
• The approach
– Inductive process case study of 2007-2017 Quebec cross-sector network
– Concepts: Collective Impact (Kania & Kramer, 2011) + Multidimensional
proximity framework (Boschma, 2005; Balland et al., 2015)
• Proximity model from Quebec case
– Draws on framework used to explain how knowledge sharing for
technological innovation emerges due to proximity (e.g., Silicon Valley)
– Model is to provide guidance for sustaining, scaling cluster development for
innovation
Proximity model context & approach

4. Dimension
Geographical
Proximity (GP)
Definition
Absolute, relative
distance
Mechanism
Facilitates face-to-face
interactions, exchange
Outcome
Knowledge exchange (other
proximity dimensions)
Organizational
Proximity (OP)
Similar org incentives,
routines
Facilitates org units’
knowledge transfer
Projects
Institutional
Proximity (IP)
Structuring of
political, social, econ
interaction
Common goals, values,
facilitate integration
Science-industry
alliances
Social
Proximity (SP)
Micro-level, socially
embedded relations
Trust facilitates
openness, tacit
knowledge exchange
Innovative
performance
Cognitive
Proximity (CP)
Extent to which share
same cognitive frames,
knowledge base
Facilitates effective,
efficient communication
Patents; Innovative
performance
Multiple
interactions
N/A Some dimensions
enable others
Innovative
performance
Process measures for engaging network members in innovation:
The multidimensional proximity framework

5. • Where learning and innovation need to occur
among network members with divergent
institutional norms/values, such as those from
business, government, and communities across
cultures, greater emphasis should be placed on
enabling and measuring social & cognitive
proximity
– Digital tools for measuring such “intangibles” in real time
– Propose measures of processes & intermediate outcomes of
strategy formulation (e.g. enabling multiple dimensions of
proximity, levels of cognitive, social proximity) for learning &
innovation
The multidimensional proximity model from the
Quebec case

6. Now I feel like we understand what
we are working on together better.
At first when I went back to my
organization I could not explain what
the [network] was doing. But now
with all the time we have spent
together we understand each other
better … and what we are working
for. (Network Member)
Cognitive Proximity

7. 7
The Multidimensional Proximity Framework:
Divergence

8. 8
The Multidimensional Proximity Framework:
Emergence

9. 9
The Multidimensional Proximity Framework:
Divergence, Emergence, Convergence

10. • Differences in temporal focus & related key performance
indicators (KPIs) among network members
– Short-term KPIs vs. long-term KPIs
• Differences in focus among different types of decision-
makers
– Immediate focus of some leaders vs. future focus of others
• “Priming” leaders/decision-makers for present and future
focus by enabling proximity to sustain, grow
networks/clusters over time
– Food Convergent Innovation (FCI) projects developing short-, medium-,
long-term KPIs for priming and enabling proximity of leaders with different
cognitive frames (temporal focus)
Addressing differences in temporal focus through
Food Convergent Innovation (FCI) projects

11. nii.addy@mcgill.ca
https://www.mcgill.ca/desautels/nii-addy
Thanks

12. • Surveys of business students participating in McGill Social Context of
Business course that highlights Corporate Social Responsibility (CSR),
social and environmental factors
– Students being trained as leaders through theory & practice (i.e. experiential
learning, working with community organizations and social enterprises focused on
food)
• Survey responses (N=84)
– 46 of them (55%) identified with business sector
– 31 with community (37%)
– 2 with government (2%)
– 5 with “other” (6%, i.e. students, athletics, family)
Temporal focus of future leaders

13. • Answers to set of 7 questions averaged to measure CIC (Joireman et al.,
2008, modified version of Strathman et al., 1994 measure for
considering temporal focus)
• Participants who identified most with the business sector were found to
be more focused on immediate consequences compared to participants
who identified with community sector (P<0.02)
22.8
18.9
0
5
10
15
20
25
Business Community
Temporal focus: Consideration of Immediate
Consequences (CIC)

14. • Answers to set of 7 questions averaged to measure CFC (Joireman et al.,
2008, modified version of Strathman et al., 1994 measure for
considering temporal focus)
• Participants who identified most with the community sector were found
to be more focused on future consequences compared to participants
who identified with business sector (P<0.05)
33.2
36.3
0
5
10
15
20
25
30
35
40
Business Community
Temporal focus: Consideration of Future
Consequences (CFC)

15. Dimension
Geographical
Proximity (GP)
Variable
Travel distance; In-
person interactions
Data sources
Administrative,
Survey, Observations
Outcome
Knowledge exchange; Other
proximity dimensions
Organizational
Proximity (OP)
Same organization;
Freedom of initiation
Administrative, Survey Joint projects
Institutional
Proximity (IP)
Same societal sector;
jurisdiction;
norms/values
Administrative,
Survey, Interview,
Observation. Text
Community-business
alliances
Cognitive
Proximity (CP)
Common domain;
Jargon
Survey, Interview,
Observation. Text-
mining
Innovative
performance
Social
Proximity (SP)
Trust; Effort in
request; Willingness
to share info
Survey, Interview,
Observation. Text-
mining
Joint projects;
Innovative
performance
Multiple
interactions
N/A Administrative,
Survey, Interview,
Observation. Text
Multiple
Process measures for engaging stakeholders in partnerships
for innovation to solve complex societal problems:
Using the multidimensional proximity framework