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As an effect, our study's goal in essence is, not only to test the effect of the CAN Stop training but also to test the approach to empower cooperations partners' staff to perform the training.
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This paper analyses the importance of cooperation partners for the development of innovation activities.
We distinguish firms according to their evaluation of cooperation partners in the development of innovation activities.
Inter-organizational networks need responsible cooperation partners in each organizational unit involved.
The matrix enables planning of new innovation areas and may suggest cooperation partners or acquisition targets.
Second, analysis is undertaken as to how the number of cooperation partners affects the innovation behaviour of firms.
NGOs are expected to provide technical assistance for the conception of community projects, the procurement of funding from cooperation partners and for the realisation of projects.
No significant effects are found for the number of partners as (an alternative) measure of projects' size, for spatial proximity between cooperation partners, for the involvement of a public institute for applied research, and for prior cooperation experiences.
Our estimation results show that firms from high-technological industries, with higher levels of absorptive capacity and of innovation investment, who give importance to incoming spillovers management, and who cooperate with firms from the same group or with suppliers, place greater value on cooperation partners in the innovation process.
Furthermore, we demonstrate that the development of trust between the cooperation partners, through the active demonstration of a track record as a reliable business partner, as well as making good on promises made, can also aid the long-term success of the cooperation in spite of differences in size and scale of the family businesses involved.
Braun et al. (2012) found that both absorptive and desorptive capacities play a significant role in the interaction of potential cooperation partners.
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