Beyond network structure: how knowledge maturity and spread shape innovation

Purpose Organizational innovation is embedded in complex and dynamic collaboration networks, where network structure can either facilitate or constrain the resource allocation and innovation process. The dynamics and complexity of network structures have prompted extensive research, particularly concerning their impact on knowledge creation. However, the role of the knowledge age remains underexplored. This study investigates how two key structural attributes – position openness and network closure – affect exploratory and exploitative innovation, and further examines the moderating roles of knowledge maturity and time spread on these relationships. This highlights the importance of aligning knowledge characteristics with network positions in collaborative innovation contexts. Design/methodology/approach An empirical analysis was conducted using patent data from 4,923 observations across the period from 1980. The study explores how position openness and network closure influence both exploratory and exploitative innovation, incorporating the time-related characteristics of knowledge, including knowledge maturity and time spread. Findings The results show that position openness favors exploratory innovation but is less aligned with the demands of exploitative innovation. In contrast, network closure impedes exploratory innovation while facilitating exploitative innovation. Furthermore, knowledge maturity and time spread significantly moderate some of these effects, underscoring the importance of the temporal dimension in knowledge exchange within networks. Originality/value This research contributes to the literature on collaborative innovation and knowledge management by emphasizing the critical interplay between network structure and knowledge age. Incorporating knowledge maturity and time spread as moderators, it offers a novel perspective on how innovation outcomes are shaped by both structural positions and knowledge characteristics organizations draw upon.