The design and management of multi-stakeholder research networks to maximize knowledge mobilization and innovation opportunities in the forest sector

• Forest research networks are engaging in a new model of knowledge co-production.
• Knowledge co-production requires specific network competence skills.
• Forest research networks should prioritize organizational learning processes.

Our comparative analysis of forest research networks indicates the emergence and strengthening of a new model of knowledge co-production involving knowledge producers and users, with the goal of fostering innovation and addressing challenges facing the forest sector. However, effective movement towards this model requires attention to design and to management, particularly in relation to the expectations of partners (both university and non-university) who are used to traditional models of knowledge production and linear processes of knowledge extension. Based on our survey and literature review, we argue that in the short-term, the objective of producing applied research requires that forest research networks prioritize diverse and tailored knowledge mobilization strategies, rather than emphasizing knowledge production. With regards to the longer-term objective of facilitating new avenues for innovation in the forest sector this requires a knowledge mobilization strategy that entails a level of engagement with partners that is creative and transformative rather than mainly informative. Building an organizational culture of innovation requires a different approach to producing applied research, although many of the same skills are required. Our analysis suggest that if networks are to be effective in both these short and long term objectives, they should foster openness by establishing transparent and responsive organizational processes. Although such policies may exist and be available to partners, we found relatively little information available on the processes of transparency, accountability and conflict resolution within the websites of the networks we compared. Establishing clear roles and consistent channels of communications is imperative to facilitate the efficient and effective management of the network and manage partners' expectations, regardless of the partnership model.