R&D and innovation capabilities in South African state-owned enterprises: the case of the South African National Energy Development Institute

Abstract

One critical question addressed in the research contributing to this case study report is which dimension(s) could be instrumental in gearing SANEDI's R&D and innovation performance. As a small SOE that performs vital applied R&D, and other innovation activities, in a transforming and dynamic energy sector, collaboration with universities and other organisations is critical to gearing the SOE to use its R&D and innovation outputs to achieve its mandate more efficiently and effectively. Clearly, it is through collaboration that SANEDI can acquire technological capability, resources, and infrastructure. But collaboration also helps SANEDI's R&D personnel acquire new knowledge and build capacity, and validate and quality assure its projects. Indeed, SANEDI's strong partnering function can, in part, be attributed to its robust R&D and innovation governance -that is, the generally effective and supportive management environment enabling the entity to secure the right collaborative partners and funding on an ongoing basis. Equally, a strategic approach, including the appointment of a new CEO beyond its interim appointments, is required to ensure the organisation selects the appropriate topics to co-invest or partner and does not 'spread itself too thin'.