The government’s role in creating an innovation ecosystem: the Springfield Armory as hub in the Connecticut River Valley

Abstract

Purpose The purpose of this paper is to illustrate, through the example of the Springfield Armory and its role in the development of interchangeable parts, the critical role of government in establishing a cluster of organizations that evolved into an innovation ecosystem primarily located in the Connecticut River Valley in the 1800s. Using the Springfield Armory example, we use the related but largely unjoined concepts of ecosystem and networks to show that these organizational forms are effective in driving innovation. Design/methodology/approach The design uses an in-depth analysis of the role of the Springfield Armory to explicate the joining of network and ecosystem theory as an early example of the importance of governmental funding and support for innovation. Findings The development of interchangeable parts in the American arms industry in the 19th century transformed manufacturing worldwide. At the heart of this transformation was the network of arms makers that developed in the Connecticut River Valley as a direct result of US Government investment and support. This network of arms makers evolved into an ecosystem of mutually reinforcing relationships as machine tool manufacturers benefited from an environment of free-flowing intellectual property, information and growing governmental demand for arms. The Armory illustrates the government’s role in initiating and sustaining clusters of innovation that otherwise might not have developed as quickly. Originality/value Much of the research on the role of government in creating innovation ecosystems and organizational networks is based on modern organizations. This use of the Springfield Armory in the early 1800s broadens the knowledge on how innovation ecosystems in conjunction with networked organizations can be created by governments serving the public good.