Responsible Innovation at the Molecular Level: Collaboration, Networks, and Commercialization in Green Chemistry
Andrew G. Earle, Andrew J. Nelson, Dante I. Leyva‐de la HizABSTRACT
Academic Summary
Responsible innovation (RI) holds profound promise for addressing many pressing problems by injecting specific and forward‐looking principles into innovation processes. However, central elements of RI frameworks, such as the prioritization of deliberation and transparency, can create tension when applied in market‐oriented domains where firms often seek competitive advantage through innovation. To help address this tension, we examine how firms' collaboration networks impact RI outcomes. We draw on research in collaborative innovation at the science‐industry interface to develop hypotheses linking specific patterns of collaboration in terms of network structure and composition to invention and commercialization outcomes. We test our hypotheses in the field of green chemistry (a subfield of chemistry that seeks to prevent environmental problems before they occur by (re)designing chemicals and chemical production processes at a molecular level) using two distinct data sources: green chemistry patents and nominations for the Presidential Green Chemistry Challenge Awards. Our findings show stark differences in the relationship between network attributes and invention versus commercialization outcomes, respectively. These differences address tensions in applying RI in a business context by showing how more nuanced approaches to collaborating can lead to better outcomes aligned with specific RI goals, including avoiding harms and promoting sustainability.
Managerial Summary
Shepherding innovations from early‐stage discoveries to market‐ready products and processes is a complex and fraught endeavor. It also lies at the core of many firms' strategies for seeking and sustaining advantage in competitive markets. Responsible innovation (RI) research recognizes the role firms play in developing and scaling innovative solutions to pressing problems, yet incorporating RI principles into this already daunting process creates tension. For example, deliberation and transparency are central principles of RI, yet these can also impinge innovative capacity and erode competitive advantage. In this study, we help address this tension by examining specific approaches to collaborative innovation efforts at the science‐industry interface and map these to specific outcomes valued by firms: patented inventions and commercialized products. We anchor our analysis in the field of green chemistry (a subfield within chemistry that seeks to prevent environmental problems before they occur by (re)designing chemicals and chemical production processes at a molecular level). Our results suggest that the tensions in applying RI in a business context may be less intractable than they initially appear and that firms seeking to be responsive to RI principles while also strengthening their competitive advantage can do more than simply “strike a balance” between these objectives.