Journal articles: 'Open Innovation Process'

1

Niehaves, Bjoern. "Open process innovation." Business Process Management Journal 16, no. 3 (June 8, 2010): 377–93. http://dx.doi.org/10.1108/14637151011049412.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

HUANG, FANG, and JOHN RICE. "OPENNESS IN PRODUCT AND PROCESS INNOVATION." International Journal of Innovation Management 16, no. 04 (July 18, 2012): 1250020. http://dx.doi.org/10.1142/s1363919612003812.

Full text

Abstract:

Open innovation has generally been explored in terms of improved innovation performance vis-à-vis product/service innovation performance. However, process innovation is often ignored in the open innovation literature. In this study, we assess the impact of openness on innovation in products/services, and also on process innovation, drawing on a large-scale sample of Australian firms. In essence, we find that open innovation models are useful for firms seeking to innovate in processes as well as products and services. However, we find that openness to external information sources may, after a time, lead to decreasing marginal returns as measured by innovation performance. We also observe that, within our sample, the proposed complementarities between internal and external knowledge are generally only evident as precursors to the introduction of new products and services, and may not be as beneficial in stimulating process innovations. It is also shown by our study that investment in absorptive capacity has a declining marginal effect on the innovation performance of new processes, but not on the introduction of new products and services.

APA, Harvard, Vancouver, ISO, and other styles

3

Mielcarek, Paweł. "Open innovation process – operationalization of the concept." Management Forum 6, no. 1 (2018): 7–12. http://dx.doi.org/10.15611/mf.2018.1.02.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Bayona-Saez, Cristina, Claudio Cruz-Cázares, Teresa García-Marco, and Mercedes Sánchez García. "Open innovation in the food and beverage industry." Management Decision 55, no. 3 (April 18, 2017): 526–46. http://dx.doi.org/10.1108/md-04-2016-0213.

Full text

Abstract:

Purpose The purpose of this paper is to extend the knowledge into the relationship between open innovation (OI) and firm’s innovative performance. Specifically, the authors aim to determine whether the benefits of OI practices are different for Food and Beverage (FnB) firms as compared to those of other sectors. The FnB industry is relevant in terms of employment GDP generation in the UE, characterised by high integration and low-tech intensity. Design/methodology/approach In order to achieve the goal and obtain robust results, the authors consider four OI dimensions and four innovation performance measures using panel data (2004-2011) from 10,771 FnB and non-FnB firms using Tobit and Logit models by random effects. Findings The authors test and confirm the presence of the classical inverted U-shape relationship between OI and firm innovative performance for FnB and non-FnB companies. However, the optimal number of external sources of knowledge used is lesser for FnB than the rest of the companies. Originality/value The paper compares the OI effects in a traditional and low-tech industry vs other industries considering four innovation outputs (product innovations, process innovations, incremental innovation and radical innovation).

APA, Harvard, Vancouver, ISO, and other styles

5

Buganza, Tommaso, and Roberto Verganti. "Open innovation process to inbound knowledge." European Journal of Innovation Management 12, no. 3 (July 31, 2009): 306–25. http://dx.doi.org/10.1108/14601060910974200.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Curley, Martin. "The Evolution of Open Innovation." Journal of Innovation Management 3, no. 2 (July 9, 2015): 9–16. http://dx.doi.org/10.24840/2183-0606_003.002_0003.

Full text

Abstract:

The discipline of Innovation is constantly evolving and we are now arguably at a strategic inflection point where a new paradigm of innovation is emerging. In the last century often it was a brilliant scientist at a Bell Lab or IBM lab which drove new inventions and subsequent innovations. Then along came Open Innovation which was neatly conceptualized by Henry Chesbrough (2003) and concerns a systematic process where ideas can pass to and from different organizations and travel on different exploitations vectors for value creation. Open Innovation was based on the idea that not all of the smart people in the world can work for your company or organization and that you also have to look outside the organization for ideas. At this point Open Innovation was still seen a linear process which had an emphasis on licensing of technologies. (...)

APA, Harvard, Vancouver, ISO, and other styles

7

Kozioł-Nadolna, Katarzyna, and Arkadiusz Świadek. "Innovation Process Models With Emphasis on Open Innovation Model." Folia Oeconomica Stetinensia 9, no. 1 (January 1, 2010): 167–78. http://dx.doi.org/10.2478/v10031-010-0007-5.

Full text

Abstract:

Innovation Process Models With Emphasis on Open Innovation ModelThis article presents different models of innovation processes and focuses in particular on the open innovation. The empirical part is based on the findings on the innovation cooperation of enterprises in the EU and OECD (these data, among others, determine the open innovation). At the end of the article there is a case study of Nokia which implements the open innovation in its innovation activity. The aim of this article is to present the paradigm of the open innovation processes. This approach concentrates on sharing knowledge, i.e. making new solutions available to other units by means of e.g. license sale. The open innovation business model takes advantage of both internal and external sources of ideas without a fear that a company's own ideas when transferred to another organization will lead to the company's loss of profits coming from this idea. The formal framework of an organization is just a symbolic one and makes the flow of knowledge between the organization and its environment possible. The enterprises that adopt the open innovation strategy both enthusiastically develop ideas which were created by others as well as make their own ideas available to other organizations that find them more interesting.

APA, Harvard, Vancouver, ISO, and other styles

8

Sachpazidu-Wojcicka, K. "Open Innovation Process via Technology Transfer and Organizational Innovation." EUROPEAN RESEARCH STUDIES JOURNAL XXIII, Issue 1 (February 1, 2020): 52–61. http://dx.doi.org/10.35808/ersj/1535.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Katzy, Bernhard, Ebru Turgut, Thomas Holzmann, and Klaus Sailer. "Innovation intermediaries: a process view on open innovation coordination." Technology Analysis & Strategic Management 25, no. 3 (March 2013): 295–309. http://dx.doi.org/10.1080/09537325.2013.764982.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Jokubauskienė, Raminta, and Rimgailė Vaitkienė. "Assumptions of Customer Knowledge Enablement in the Open Innovation Process." Economics and Business 31, no. 1 (August 28, 2017): 55–69. http://dx.doi.org/10.1515/eb-2017-0018.

Full text

Abstract:

Abstract In the scientific literature, open innovation is one of the most effective means to innovate and gain a competitive advantage. In practice, there is a variety of open innovation activities, but, nevertheless, customers stand as the cornerstone in this area, since the customers’ knowledge is one of the most important sources of new knowledge and ideas. Evaluating the context where are the interactions of open innovation and customer knowledge enablement, it is necessary to take into account the importance of customer knowledge management. Increasingly it is highlighted that customers’ knowledge management facilitates the creation of innovations. However, it should be an examination of other factors that influence the open innovation, and, at the same time, customers’ knowledge management. This article presents a theoretical model, which reveals the assumptions of open innovation process and the impact on the firm’s performance.

APA, Harvard, Vancouver, ISO, and other styles

11

Civelek, Faruk, Romit Kulkarni, Karl-Peter Fritz, Tanja Meyer, Costas Troulos, Thomas Guenther, and André Zimmermann. "Open-Eco-Innovation for SMEs with Pan-European Key Enabling Technology Centres." Clean Technologies 2, no. 4 (October 13, 2020): 422–39. http://dx.doi.org/10.3390/cleantechnol2040026.

Full text

Abstract:

The project “key enabling technologies for clean production” (KET4CP), which is supported by the European Commission, has the aim to connect small and medium-sized enterprises (SME) and Technology Centres (TC) for cleaner, greener and more efficient production. Within this context, SMEs and TCs across Europe work together to establish an open-innovation network and to raise awareness in productivity and environmental performance. This article presents how an open European network of TCs opens its innovation process to support SMEs to become cleaner, greener and more efficient. Furthermore, this article shows how the TCs and SMEs become a part of the open-eco-innovation platform in clean production and how successful the open-eco-innovation process of different European countries is. We revealed that a pan-European open innovation process for eco-innovations with TCs for key enabling technologies (KET TCs) and Enterprise Europe Network partners (EEN) is a successful approach for SMEs that want to produce and develop cleaner products. An application example is mentioned, in which TCs from different European countries have contributed to developing a product of a SME for energy harvesting. The SME, together with the TCs, developed a generator that is installed in city-level water supply pipes and so, it is outstanding in its application. This innovative application is also described in this article.

APA, Harvard, Vancouver, ISO, and other styles

12

Henttonen, Kaisa, and Hanna Lehtimäki. "Open innovation in SMEs." European Journal of Innovation Management 20, no. 2 (May 8, 2017): 329–47. http://dx.doi.org/10.1108/ejim-06-2015-0047.

Full text

Abstract:

Purpose This study examines how technology-intensive small- and medium-sized enterprises (SMEs) engage in open innovation. The purpose of this paper is to add to the literature on open innovation in SMEs, which has received considerably less attention than open innovation in large companies. Also, the study adds on the literature on open innovation in the commercialization phase. Design/methodology/approach A multiple case study of 13 technology-intensive SMEs in forestry sector was conducted. The forestry sector in Finland was chosen as a target context, there were many innovative pioneering SMEs operating in the industry and because the sector was going through significant changes. Findings Three multi-firm collaboration modes in the commercialization phase were identified: networks with a lead partner, equal partnership, and partnership for external technology commercialization. The study shows that in SMEs, open innovation is used for commercialization rather than research and development. The main conclusion of the study is that the mode of collaboration in commercialization is determined by the core competence of the firm and the strategy for open innovation. Practical implications The study results imply that SMEs benefit from opening up their innovation process in the commercialization phase. The firms in this study employed a blend of strategies that capitalized on their internal strengths. They collaborated actively with external firms and outsourced from specialists. This way they were able to compensate for their internal weaknesses and gain competitive advantage. Originality/value The study extends our understanding of open innovation by providing a detailed analysis of how open innovation takes place in the commercialization phase of innovation process. Also, the study extends understanding of the strategic use of open innovation in SMEs by showing how SMEs balance the risk of losing their competitive advantage built on innovation and the benefit of creating a broader competence base with partnerships.

APA, Harvard, Vancouver, ISO, and other styles

13

Greco, Marco, Michele Grimaldi, and Livio Cricelli. "Open innovation actions and innovation performance." European Journal of Innovation Management 18, no. 2 (May 11, 2015): 150–71. http://dx.doi.org/10.1108/ejim-07-2013-0074.

Full text

Abstract:

Purpose – The purpose of this paper is to identify the recurrences in the empirical evidences that link open innovation (OI) actions and innovation performance in European countries. It provides managers with useful strategic suggestions, emphasizes the limitations of the state of the art, and recommends future directions of research. Design/methodology/approach – The authors systematically reviewed empirical articles linking OI actions and innovation performance in European countries, published on peer reviewed journals from January 2003 until May 2013. The authors organized the evidences according to a novel taxonomy grounded in the literature. Findings – The paper shows an increasing interest in the research of empirical evidence regarding OI and innovation performance. Nonetheless, evidence of the role played by outbound OI activities are extremely rare. The authors found that process innovations are more likely to benefit from coupled OI activities rather than inbound activities. Moreover, the effect of coupled depth actions on both product and process innovation performance was always positive in the reviewed articles. The authors also discuss how scholars measure innovation performance, pointing out the criticalities. Research limitations/implications – The paper allows analysing the empirical evidences found in the literature, emphasizing the limitations of the state of the art and recommending future directions of research. Practical implications – The systematization of the empirical evidences found in the European literature provides managers with useful strategic suggestions to improve their organizations’ innovation performances. Originality/value – The paper contains a complete and extensive analysis of empirical OI literature with respect to European countries. The articles and their findings are organized according to a novel taxonomy useful to identify evidences and recurrences in a synoptic manner.

APA, Harvard, Vancouver, ISO, and other styles

14

Hernandez-Vivanco, Alfonso, Merce Bernardo, and Claudio Cruz-Cázares. "Relating open innovation, innovation and management systems integration." Industrial Management & Data Systems 116, no. 8 (September 12, 2016): 1540–56. http://dx.doi.org/10.1108/imds-09-2015-0405.

Full text

Abstract:

Purpose The purpose of this paper is to analyze the impact of the level of integration of management systems (IMS) over product and process innovation capabilities (IC), by considering the role of open innovation (OI) activities as a moderating effect of those relationships. Design/methodology/approach A longitudinal empirical study was performed on an existing Spanish panel database that contains information related to innovation, where 9,765 companies were selected for the panel analysis. A logit approach with random effects was considered. Findings The level of IMS positively influences process and product IC. Moreover, external cooperation, and using it to a high extent not only positively moderates the effects of the level of IMS over process IC, but also of process over product IC, where it becomes indispensable for its effect to be positive. Finally, investing in external knowledge is a positive moderator of the effects of the level of IMS over both: process and product IC. Originality/value This is one of the first studies on empirically finding evidence of the impact of the level of IMS on process and product IC, and of the moderating effect of performing OI activities in order to achieve higher process and product IC through the IMS.

APA, Harvard, Vancouver, ISO, and other styles

15

Cubukcu, Ahmet, and Metehan Tolon. "Innovation Decision‐Making Process With Crowdsourcıng and Open Innovation Approaches." Gazi Journal of Economics and Business 4, no. 2 (June 1, 2018): 87–96. http://dx.doi.org/10.30855/gjeb.2018.4.2.002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Lopez Flores, René, Jean Pierre Belaud, Stéphane Negny, and Jean Marc Le Lann. "Open computer aided innovation to promote innovation in process engineering." Chemical Engineering Research and Design 103 (November 2015): 90–107. http://dx.doi.org/10.1016/j.cherd.2015.08.015.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

H, Jukka Bergman, Hannu Karkkainen, Ari Jantunen, and Juha Matti Sak Saksa. "Knowledge convergence in an open innovation process." International Journal of Knowledge Management Studies 4, no. 1 (2010): 47. http://dx.doi.org/10.1504/ijkms.2010.029786.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Melo, Júlio Cézar Fonseca de, Mario Sergio Salerno, Jonathan Simões Freitas, Raoni Barros Bagno, and Vinicius Chagas Brasil. "From open innovation projects to open innovation project management capabilities: A process-based approach." International Journal of Project Management 38, no. 5 (July 2020): 278–90. http://dx.doi.org/10.1016/j.ijproman.2020.06.006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Hartono, Arif, and Ratih Kusumawardhani. "SEARCHING WIDELY OR DEEPLY? THE IMPACT OF OPEN INNOVATION ON INNOVATION AND INNOVATION PERFORMANCE AMONG INDONESIAN MANUFACTURING FIRMS." Journal of Indonesian Economy and Business 33, no. 2 (May 13, 2018): 123. http://dx.doi.org/10.22146/jieb.29218.

Full text

Abstract:

Since the term Open Innovation (OI) was coined by Henry Chesbrough in 2003, OI studies have been frequently conducted. Surprisingly, OI insights, in the context of Indonesian firms, are scarce. Furthermore, there are no existing OI studies that use data derived from innovation surveys. Hence, this study attempts to close the gap in the literature, by providing insights into Indonesian firms’ openness toward external knowledge, and its impact on innovation performance. The main aim of this study is to investigate the impact of OI practices on Indonesian manufacturing firms’ propensity to innovate (i.e. their product, process, organization, and marketing) and innovation performance. Product and process innovations are grouped under the term technological innovation, while organization and marketing innovations are classified as non-technological innovation. Data used in this study were derived from the Indonesia Innovation Survey (IIS) 2011 that covered the period from 2009-2010. Following Laursen and Salter’s (2006) study, OI indicators consist of external search breadth (i.e. the number of external sources or search channels that firms rely upon in their innovative activities) and depth (the extent to which firms draw deeply from the different external sources or search channels) in innovation process. Undertaking logistic and tobit regressions, this study shows that in general, both breadth and depth significantly and positively affect technological and non-technological innovation, as well as innovation performance. However, the over-search on external knowledge, measured by breadth squared and depth squared, negatively and significantly influence innovation and innovation performance. This indicates that too much external knowledge, sourced during the innovation process will diminish the return of innovation. This study also finds an indication of a complementary relationship existing between internal R&D and external knowledge; meaning that the implementation of one knowledge-sourcing strategy (either sourcing from internal R&D or external knowledge) increases the marginal returns from another. Lastly, important implications related to theoretical and innovation strategies are proposed.

APA, Harvard, Vancouver, ISO, and other styles

20

Bedini, Ivan, Feroz Farazi, David Leoni, Juan Pane, Ivan Tankoyeu, and Stefano Leucci. "Open Government Data: Fostering Innovation." JeDEM - eJournal of eDemocracy and Open Government 6, no. 1 (November 14, 2014): 69–79. http://dx.doi.org/10.29379/jedem.v6i1.329.

Full text

Abstract:

The provision of public information contributes to the enrichment and enhancement of the data produced by the government as part of its activities, and the transformation of heterogeneous data into information and knowledge. This process of opening changes the operational mode of public administrations, leveraging the data management, encouraging savings and especially in promoting the development of services in subsidiary and collaborative form between public and private entities. The demand for new services also promotes renewed entrepreneurship centred on responding to new social and territorial needs through new technologies. In this sense we speak of Open Data as an enabling infrastructure for the development of innovation and as an instrument to the development and diffusion of Innovation and Communications Technology (ICT) in the public system as well as creating space for innovation for businesses, particularly SMEs, based on the exploitation of information assets of the territory. The Open Data Trentino Project has initiated and fosters the process of opening of public information and develops as a natural consequence of this process of openness, the creation of innovative services for and with the citizens. In this paper we present how our project acts on long-chain, from raw data till reusable meaningful and scalable knowledge base that leads to the production of data reuse through the implementation of services that will enhance and transform the data into information capable of responding to specific questions efficiency and innovation.

APA, Harvard, Vancouver, ISO, and other styles

21

Habicht, Hagen, Kathrin M. Möslein, and Ralf Reichwald. "Open Innovation Maturity." International Journal of Knowledge-Based Organizations 2, no. 1 (January 2012): 92–111. http://dx.doi.org/10.4018/ijkbo.2012010106.

Full text

Abstract:

Many firms are eager to tackle the challenge of moving from good to great innovators with the help of open innovation. However, a considerable number of open innovation projects fail because firms are not ready to fully engage in open innovation. They lack knowledge about how to manage its multiple facets. Drawing on a capability maturity approach, the authors propose a competence management framework to support the development of open innovation maturity – an organization’s excellence in conducting open innovation. Management categories and maturity levels are inductively identified and reflected in the context of prominent literature. The resulting Open Innovation Maturity model is based on insights from 12 parallel case studies and two open innovation pilots covering the software and the airport industry. Empiric results show that competences on the process level and on the individual level impact the success of open innovation. Hence, Open Innovation Maturity is a multidimensional concept describing the overall capacity of a firm to successfully engage in and make use of open innovation.

APA, Harvard, Vancouver, ISO, and other styles

22

WIKHAMN, BJORN REMNELAND, and ALEXANDER STYHRE. "OPEN INNOVATION GROUNDWORK." International Journal of Innovation Management 24, no. 02 (January 21, 2019): 2050013. http://dx.doi.org/10.1142/s1363919620500139.

Full text

Abstract:

Although the concept of open innovation has gained much attention in the field of innovation management, few studies have so far theorized how such initiatives are being enacted in practice. This study is based on an inductive empirical analysis of how AstraZeneca, a large biopharmaceutical corporation, implemented an open innovation initiative called BioVentureHub. In the paper we introduce a theoretical model of open innovation enactment based on four interrelated processes. Three of these processes — conceptualization, mobilization, and operationalization — include activities related to preparing for open innovation, what we call open innovation groundwork. The fourth process — facilitation — involves translating the groundwork into actual open innovation. The study contributes to the broader open innovation domain by its detailed account and theorizing of how open innovation is established in practice. Our methodological approach complements the previous research on open innovation that mostly are based on retrospective accounts or are conceptual in nature. Moreover, the study contributes by illustrating a novel initiative from the life science industry, where open innovation is frequently discussed but where still only a few empirical examples are found in academic literature

APA, Harvard, Vancouver, ISO, and other styles

23

Huong, Pham Thu, Jacob Cherian, Nguyen Thi Hien, Muhammad Safdar Sial, Sarminah Samad, and Bui Anh Tuan. "Environmental Management, Green Innovation, and Social–Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (March 9, 2021): 89. http://dx.doi.org/10.3390/joitmc7010089.

Full text

Abstract:

The present study aims to determine the impact of green innovation (GI) on the overall performance of an organization while keeping the variable of environmental management (EM) as a moderator. We used a dataset consisting of four data years, from 2014 to 2017, of A-share companies listed on the Shanghai Stock Exchange (SSE). The concept of green innovation refers to the use of advancements in technology that enable savings in energy, along with the recycling of waste material. When advanced technology is utilized in the production process, the products are referred to as green products and the whole process of adopting such technologies and product design is referred to as “Corporate Environmental Management”. Such innovations improve the overall financial performance of companies as it enables them to improve their social image by reducing their carbon footprint and ensures their long-term sustainability. The main issue is the limited focus and attention given to the topic, from the perspective of companies. This research focuses on the impact of green innovation and the importance of environmental management for the sustainability of companies. Our findings suggest that the relationship between green innovation and the performance of the company is positive and verifies the existence of moderating effects of environmental management on the relationship between green innovation and firm performance. Implications are given to academia and practitioners.

APA, Harvard, Vancouver, ISO, and other styles

24

Ayvazyan, Araksya, and Said Matr. "Sharing is Caring: Outbound Open Innovation and the Subsequent Innovation Process." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 18182. http://dx.doi.org/10.5465/ambpp.2019.254.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Prváková, Miroslava. "Factors of Open Innovation." Studia Commercialia Bratislavensia 13, no. 44 (June 1, 2020): 160–73. http://dx.doi.org/10.2478/stcb-2020-0007.

Full text

Abstract:

Abstract The issue of open innovation has become a popular topic in recent years. The literature review revealed that within the Open Innovation theories and its aspects, some elements were differently defined which showed a space for further exploration. The main aim of the paper is to synthesize knowledge about open innovation and to create a basic model of the open innovation environment in terms of influencing factors and to identify relevant actors, that may be part of this process. The primary method was a secondary survey aimed at the analyze of 24 definitions and integrating scientific definitions of open innovation, its factors, barriers and relevant players. By synthesizing this knowledge, we have developed a basic model of open innovation factors and identified relevant players in this process. This paper is part of the author's dissertation thesis, which aims to design and test an open innovation model in the service sector. The model will include all factors contained in this article. Further model could be used as an effective tool for implementing open innovation and evaluating its usefulness for theories and praxis as well.

APA, Harvard, Vancouver, ISO, and other styles

26

Cheng, Colin C. J., and Eric C. Shiu. "Establishing a typology of open innovation strategies and their differential impacts on innovation success in an Asia-Pacific developed economy." Asia Pacific Journal of Management 38, no. 1 (June 8, 2019): 65–89. http://dx.doi.org/10.1007/s10490-019-09656-2.

Full text

Abstract:

AbstractFirms use open innovation strategy to explore external knowledge or exploit internal knowledge to benefit their product/service innovations, and thus enhance their innovation performance. However, a lack of relational mechanisms makes it more difficult for collaborative partners to share their knowledge assets. Existing literature lacks a clear explanation of how knowledge and relational mechanisms simultaneously function for innovation success. In response, this study attempts to answer: (1) Can archetypes of open innovation strategies be identified by knowledge and relational mechanisms simultaneously? And, (2) Do they differ in their ability to predict innovation success under the condition of innovation process characteristics? An exploratory study of 78 open innovation firms reflects four archetypes of open innovation strategies. A subsequent cross-industry survey of 248 open innovation firms in Taiwan reveals that the four archetypes of open innovation strategies result in varying degrees of innovation success, and innovation process characteristics positively moderate such associations.

APA, Harvard, Vancouver, ISO, and other styles

27

Corrales-Garay, Diego, Marta Ortiz-De-Urbina-Criado, and Eva-Maria Mora-Valentin. "A Research Agenda on Open Data Impact Process for Open Innovation." IEEE Access 8 (2020): 34696–705. http://dx.doi.org/10.1109/access.2020.2974378.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Banu, Geanina Silviana, Andreea Dumitrescu, Anca Alexandra Purcărea, and Silviu Walter Isărescu. "Defining Open Innovation Concept Using Business Process Modeling." Procedia Technology 22 (2016): 1020–27. http://dx.doi.org/10.1016/j.protcy.2016.01.135.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Mazur, Jolanta, and Piotr Zaborek. "Organizational Culture and Open Innovation Performance in Small and Medium-sized Enterprises (SMEs) in Poland." International Journal of Management and Economics 51, no. 1 (September 1, 2016): 104–38. http://dx.doi.org/10.1515/ijme-2016-0022.

Full text

Abstract:

AbstractThis study investigates the links between organizational culture, the use of open innovation sources and the performance of SMEs. The main hypothesis of the study is that a special type of organizational culture (termed innovative culture), which fosters creativity, learning and inter-employee cooperation – will correspond with a greater scope of open innovation sources and higher levels of innovative, operational and financial performance. The study was based on a representative CATI survey of 473 SMEs operating in manufacturing and services industries in Poland. Our statistical analysis relied on building and testing structural equation model with the AMOS software. The findings confirmed a positive association between innovative culture and the scope of open sources of innovation. However, innovative culture had no direct effect on the percentage of sales from new and modified products, which is often used as a metric of innovativeness, but did show a positive influence on an index of operational performance and ROI. Such statistical patterns suggest that fostering innovative culture is beneficial to a company, though probably not through an increased number of product innovations, but rather via process, administrative and marketing innovations, as well as other gains in efficiency attained due to more streamlined employee cooperation and knowledge exchange. The study adds to the existing body of knowledge in management science by providing a better understanding of mechanisms underlying innovative culture’s impacts on open innovation practices and metrics of operational and financial performance in the context of small and medium enterprises.

APA, Harvard, Vancouver, ISO, and other styles

30

Firova, S. V., O. V. Kalinina, and S. E. Barykin. "STRUCTURAL DECOMPOSING OF INNOVATIONS AND INVESTMENTS PROJECTS." Strategic decisions and risk management, no. 1 (May 2, 2019): 80–87. http://dx.doi.org/10.17747/2618-947x-2019-1-80-87.

Full text

Abstract:

The article is devoted to the study of the process of investing and planning innovative projects. A systematization of a variety of factors influencing business models and investment aspects of innovative investment projects in their stepwise (iterative) reflection is given. Specialattention is given to the classification of innovations, a matrix of types of innovations has been developed in the process of analysis. A conceptual framework for structuring innovation and investment activities has been proposed with the goal of generalized systematization of the stages and factors of structuring innovation and investment projects. The thesis on the systemic nature of open innovation is argued and principles for evaluating the effectiveness of innovative investment projects are proposed. In the course of the study, a model for the distribution of investment sources was developed, taking into account the planned rate of return.

APA, Harvard, Vancouver, ISO, and other styles

31

Jokubauskienė, Raminta, and Rimgailė Vaitkienė. "Mechanisms of customer knowledge integration in the open innovation process: health-tech case." Measuring Business Excellence 23, no. 2 (July 15, 2019): 136–48. http://dx.doi.org/10.1108/mbe-11-2018-0100.

Full text

Abstract:

Purpose This paper aims to reveal the expression and specificity of customer knowledge integration in the open innovation process in the health-tech sector. Design/methodology/approach The collection method of data for this research is hermeneutic interview with top management or employees, which are directly responsible for innovation development in the organization. Only innovative organizations, which act in the health-tech sector and have high level of knowledge intensity, were selected. Interviews with ten organizations had reached saturation of data. Data coding and analysis was conducted by using MAXQDA 18. Findings The results showed that customer knowledge integration research mechanisms depend on different markets and open innovation process in the health-tech sector. Practical implications The results of research increase understanding and ability to integrate customer knowledge more effectively in the open innovation process in the organizations. Following it, organizations become more flexible and gain sustainable competitive advantage. Originality/value Open innovation development is intensive knowledge activity that requires continuous knowledge updating. The success of open innovation with customers requires effective utilization and adaptation of customer knowledge which is the result of customer knowledge integration in the open innovation process. Scientific literature identifies different mechanisms that help to integrate knowledge successfully. However, these mechanisms are common for all kinds of knowledge. Therefore, this research was focused on looking into the specificity of the context of customer knowledge because it is the most complicated kind of all knowledge.

APA, Harvard, Vancouver, ISO, and other styles

32

ENKEL, ELLEN, JOHN BELL, and HANNAH HOGENKAMP. "OPEN INNOVATION MATURITY FRAMEWORK." International Journal of Innovation Management 15, no. 06 (December 2011): 1161–89. http://dx.doi.org/10.1142/s1363919611003696.

Full text

Abstract:

Open innovation can introduce new ways of organizing the innovation process within companies, but these new activities and processes naturally require some time to mature and work effectively. Continuous improvement of capacities and results is therefore required (Teece et al., 1997; Winter, 2003). The basic aim of this research was to develop, in collaboration with 15 companies, an open innovation maturity framework to measure and benchmark excellence in open innovation. The open innovation maturity framework that was developed combines metrics in several areas of open innovation to illustrate the expertise of that organization. It can reveal organizational excellence as well as areas of improvement in order to reach the next level of maturity.

APA, Harvard, Vancouver, ISO, and other styles

33

Melo, Júlio Cézar Fonseca de, Mario Sergio Salerno, Jonathan Simões Freitas, Raoni Barros Bagno, and Vinicius Chagas Brasil. "Reprint of: From open innovation projects to open innovation project management capabilities: A process-based approach." International Journal of Project Management 39, no. 2 (February 2021): 170–82. http://dx.doi.org/10.1016/j.ijproman.2021.01.003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Wehnert, Peter, Christoph Kollwitz, Christofer Daiberl, Barbara Dinter, and Markus Beckmann. "Capturing the Bigger Picture? Applying Text Analytics to Foster Open Innovation Processes for Sustainability-Oriented Innovation." Sustainability 10, no. 10 (October 16, 2018): 3710. http://dx.doi.org/10.3390/su10103710.

Full text

Abstract:

In open innovation initiatives for sustainability-oriented innovations, it is indispensable to have a wide array of engaging stakeholders. Yet, as not all relevant actors are able or willing to participate, important opinions can go unnoticed. Due to such stakeholder selection effects, aspects of high relevance may remain uncaptured. To address this issue, we first define the concept of silent stakeholders and relate it to sustainability-oriented innovations. We then discuss the new approach of employing analytical methods to examine existing sources outside the innovation process for silent stakeholder opinions. For this purpose, we conduct an action research study demonstrating how to examine broad discourse data with text analytics for an open innovation project aiming to create a sustainability-oriented innovation. To this end, we develop an approach for the efficient integration of external sources in open innovation processes. We find that text analytics of broad discourse data can particularly support the orientation and idea generation phase for sustainability-oriented innovation. Furthermore, we identify possibilities for the application of further data mining methods to complement open innovation approaches along the innovation process. Building on that, we propose an integrated framework. Hence, we add to the literature on stakeholder participation, analytical methods and innovation management, as well as sustainability-oriented innovation.

APA, Harvard, Vancouver, ISO, and other styles

35

HECKER, ACHIM, and ALOIS GANTER. "ORGANISATIONAL AND TECHNOLOGICAL INNOVATION AND THE MODERATING EFFECT OF OPEN INNOVATION STRATEGIES." International Journal of Innovation Management 20, no. 02 (February 2016): 1650019. http://dx.doi.org/10.1142/s1363919616500195.

Full text

Abstract:

This paper distinguishes three types of organisational innovation — those in a firm’s knowledge management, workplace, and external relations — and studies their impact on firms’ technological innovation performance. Special attention is paid to the openness and external orientation of a firm’s R&D activities as factor moderating the relationship between organisational and technological innovation. Drawing on the fourth wave of the German part of the Community Innovation Survey (CIS IV), this study shows that organisational innovation acts as an important facilitator of new process (but not product) development. Organisational innovations furthermore prove to be complements (but in some cases also substitutes) to external knowledge sourcing and open innovation strategies.

APA, Harvard, Vancouver, ISO, and other styles

36

Sarwokusumo, Yenny. "The Innovation Process of Transforming Liquid Param Manna into Cream Param Manna." Journal of Management and Business Environment (JMBE) 2, no. 1 (August 4, 2020): 22. http://dx.doi.org/10.24167/jmbe.v2i1.2541.

Full text

Abstract:

The purpose of this study is to determine business innovation process transforming Param Kocok Manna into Param Cream Manna to open new business opportunities. The data collection technique in this research was questionnaire. This research concluded that since the idea generation stage of the innovation process to open a new business was originally from its customers. The products of Param Cream Manna are the innovative products that are highly accepted by the market to create new market opportunities.

APA, Harvard, Vancouver, ISO, and other styles

37

Udaltsova, Natalya. "Emergence of the open innovation model and factors of transition to it." Nexo Revista Científica 34, no. 01 (April 14, 2021): 310–19. http://dx.doi.org/10.5377/nexo.v34i01.11307.

Full text

Abstract:

Modern transnational companies are increasingly resorting to the open innovation model. The role of innovation is growing all over the world. The development and implementation of innovations in the current activities of companies characterize the effective competitive development of an organization in the market. This model has a number of advantages: faster development of innovations, the ability to save on R&D via outsourcing innovations, access to the most modern innovations of other companies, etc. The purpose of this study is to identify the factors that determine the transition of an increasing number of companies in the world to the open innovation model. In this paper, using the analysis of academic literature, various views on this process have been considered. The work identifies the factors of the development of the open innovation model in the modern world. As a result of the study, the authors have identified the factors that determine the transition of companies to the open innovation model from the traditional closed innovation model.

APA, Harvard, Vancouver, ISO, and other styles

38

Liu, Liu, and Hua Zhang. "How Does Inter-Organizational Relational Governance Propel Firms’ Open Innovation? A Conditional Process Analysis." Sustainability 13, no. 18 (September 13, 2021): 10209. http://dx.doi.org/10.3390/su131810209.

Full text

Abstract:

To successfully implement open innovation, it is essential for firms to build close relationships with external innovators. Although many studies have suggested that relational governance, also known as social control, can effectively manage inter-organizational relationships, the role of relational governance on firms’ open innovation remains equivocal. Using a survey of 318 manufacturing firms from China, this study used a conditional process model to analyze the interplay of relational governance, open innovation, and firms’ innovation performance and examine the influence of environmental dynamism. The results demonstrate that relational governance has a positive impact on firms’ open innovation (both inbound and outbound) and innovation performance. We also found that open innovation mediates the association between relational governance and firms’ innovation performance. A high level of environmental dynamism enhances the indirect effect of relational governance on firms’ innovation performance through open innovation. These findings help clarify the interaction between relational governance and open innovation. They also deepen understanding of the value co-creation principle of open innovation.

APA, Harvard, Vancouver, ISO, and other styles

39

Zielińska, Anetta, Evgenya Romanova, Svetlana Tolstikova, and Svetlana Reshetina. "Designing innovative open spaces for learning." E3S Web of Conferences 301 (2021): 03008. http://dx.doi.org/10.1051/e3sconf/202130103008.

Full text

Abstract:

Today, innovative learning spaces represent much more than just removable furniture and open spaces for workers. The digital revolution in business and education fostered by the rapid development of Internet-based tools and solutions and Information and Communication Technologies (ICT) brought about profound changes to this sector. The aim of this research is to carry out large-scale, cross-site studies to measure the current impact of ICT on working practices. Our research develops and presents the new models of learning in open spaces as well as tests how ICT can be used to support innovation and work practices. In this paper, we also single our and describe the necessary prerequisites and skills that are associated with the specific ICT functionalities that are presently needed for the entire open innovation process. Our results can be of a special use for educators, innovators, entrepreneurs as well as relevant stakeholders operating in business or education (or, perhaps, both). This research outlines the most useful recommendations and described the patterns for innovations in learning in novel open spaces.

APA, Harvard, Vancouver, ISO, and other styles

40

Dobusch, Leonhard, David Seidl, and Felix Werle. "Opening up the Strategy-making Process: Comparing Open Strategy and Open Innovation." Academy of Management Proceedings 2014, no. 1 (January 2014): 12504. http://dx.doi.org/10.5465/ambpp.2014.12504abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

ÜNAL, Ceyda, and Vahap TECİM. "Designing Open Innovation Based Product Development Process For Smes Using Mobile Technologies." KnE Social Sciences 1, no. 2 (March 19, 2017): 307. http://dx.doi.org/10.18502/kss.v1i2.665.

Full text

Abstract:

The use of technology in innovative product design process is becoming very accelerative all over the world. Following that, small and medium-sized enterprises (SMEs) must practice innovative operations due to the fact that they have financial and technical incapabilities. In spite of all the essentialities, researches showed that research and development (R&D) expenditures of SMEs are under 5% in 2015. Focusing on SMEs, it was observed that R&D infrastructure of them is extremely weak. Research conducted in 2015 in Turkey, according to R&D expenditures of firms showed that first ten enterprises in the list were multinational, so not SMEs. Open innovation is very fundamental for SMEs to keep their competitive advantages. Nowadays, important multinational firms have left their closed structure about R&D and innovation practices. As a result of this; firms have started to behave accordingly to open innovation systems. In open innovation, all the external partners should participate in the business processes. However, there are not enough researches about it. The purpose of this paper is to design product development processes of SMEs using mobile technologies. The system which was allowed the effects of external partners was designed for it. According to data collected through in-depth interviews with experts and literature review, the points are given by customers were taken into account and analyzed. The analysis process was applied according to selection criteria specified. Recently, open innovation has been provided by the "contestification" method. Contestification is the method that enables users to participate in an ideation contest and all the users have right to vote for ideas. As a result of this, innovative ideas come to realize. Despite of the importance as mentioned, there are few researches about the application of contestification method via mobile technologies. For this reason, contestification method was used to accelerate the product development process in this study. This research sheds light on the contribution of the users for the product development process. In the measurement process, it was observed that SMEs needed this kind of research for the efficient decision making with less financial resources and method developed made the analysis process easier.

APA, Harvard, Vancouver, ISO, and other styles

42

Lüders, Marika. "Innovating with users online? How network-characteristics affect collaboration for innovation." Journal of Media Innovations 3, no. 1 (February 29, 2016): 4–22. http://dx.doi.org/10.5617/jmi.v3i1.2709.

Full text

Abstract:

This paper addresses how network characteristics affect collaboration in open innovation applications. Combining insights from open innovation and networked innovation, this paper applies an analytical framework addressing the innovation process from ideation to potential innovation, with a focus on relationships between involved parties and types of collective action. The analysis is based on the use of an open innovation application in three organizations: a hospital, an IT-company and three municipalities. Findings suggest that open innovation applications for gathering ideas facilitate a cross-cutting of vertical/hierarchical and horizontal/domain boundaries yet do little to alleviate challenges with innovation-management and cross-domain communication. Innovation-work beyond ideation, proceeding from an idea to an implemented innovation, is an example of high level collaboration, requiring high levels of commitment, reciprocal trust, common purpose, mutual benefits and risks. The ideation-phase and the later phases of the innovation-process hence benefit from different constellations of networks.

APA, Harvard, Vancouver, ISO, and other styles

43

Stupina, Alena, Tat'yana Berg, and Larisa Korpacheva. "Digital Tools for Managing Innovative Infrastructure." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 408–16. http://dx.doi.org/10.21603/2500-3372-2020-5-3-408-416.

Full text

Abstract:

The digital transformation of the economy and the conceptual changes in developing new consumer value predetermined new types of interaction between participants in innovation activities. These changes affected the elements of innovative infrastructure, which ensures effective production of open innovations. The increasing communication of innovation process participants remains a problem of innovative infrastructure performance, which requires new forms and configurations based on digital platform solutions. Modern information and communication technologies and their implementation in the innovative infrastructure will reduce investment costs for creation and maintenance of physical objects and decrease the time spent on searching, exchanging, and processing information of innovation process participants. The article considers the innovative infrastructure as an interaction system of subsystems based on digital platforms. The system provides downloadable information and innovative solutions. The paper focuses on the information subsystem of innovative infrastructure, its components, digital platforms, and services. The authors define distributed and integrated technologies for managing innovative infrastructure that provide communications in a single ecosystem of heterogeneous information network services of innovation process participants. The authors introduce effective mathematical tools of modified GERT networks for modeling computational data processing in heterogeneous environments of digital services of innovative infrastructure.

APA, Harvard, Vancouver, ISO, and other styles

44

BRAUN, ANDREAS, and LAURA BOCKELMANN. "AN INDIVIDUAL PERSPECTIVE ON OPEN INNOVATION CAPABILITIES IN THE CONTEXT OF HAUTE CUISINE." International Journal of Innovation Management 20, no. 01 (January 2016): 1650002. http://dx.doi.org/10.1142/s136391961650002x.

Full text

Abstract:

Previous research on open innovation (OI) has primarily focused on the organisational level of R&D intensive industries. With this paper, we contribute to research on the individual level of analysis by analysing specific perspectives in the context of creative industries. Our study is based on 36 interviews with Haute cuisine chefs in France, Germany, Great Britain, Italy, Spain, Sweden, and Switzerland listed in the 2012 Michelin Guide. Building on the OI capability concept, our results demonstrate that chefs use absorptive and desorptive capacity (AC, DC) as means to generate and market culinary innovations, respectively. Moreover, we found that chefs almost exclusively rely on their own inventive and innovative capabilities in the early stages of the culinary innovation process. In subsequent phases, however, chefs increasingly integrate other sources such as employees, suppliers, and guests. Our study contributes to the literature in two ways. First, we research the individual level within the OI process, and second, we provide insight into OI practices in the creative industries.

APA, Harvard, Vancouver, ISO, and other styles

45

Szymańska, Elżbieta, Andrzej Rutkowski, and Eugenia Panfiluk. "The open innovation process in SPA & wellness tourism." European Journal of Service Management 19 (2016): 59–66. http://dx.doi.org/10.18276/ejsm.2016.19-08.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Rocha, Andréia De Fátima Ribeiro, Isabel Cristina dos Santos, and Almir Martins Vieira. "Semi open Innovation: an Approach to the Innovation Typology." Future Studies Research Journal: Trends and Strategies 10, no. 1 (April 1, 2018): 55–81. http://dx.doi.org/10.24023/futurejournal/2175-5825/2018.v10i1.308.

Full text

Abstract:

Purpose: This study aims to contribute to the Innovation Models debate from a new perspective on the innovation process, more frequently discussed in a range from closed to open innovation model. Coming into to the discussion in the recent years, called semi open innovation, this modality of innovation has been referenced as one that uses external knowledge, however considers that this knowledge is not a crucial element for the development of innovation. In this present study, semi-open innovation is characterized when the innovation process meets specific conditions of particular set of technologies and companies bounded by the local conditions. Design/Methodology/Approach: it refers to a qualitative study, supported by case studies. Findings: It was observed that the existence of a local Scientific and Technology Institute is a reason to define the location to produce, but did not find evidences of a large use of STI resources or with other local researchers for a product development. We could not clearly identify real open innovation model in practice. However, the proximity of a technological education and University of great national reputation, in addition to providing skilled labour, becomes a source of knowledge that should be used more frequently. Conclusions pointed out that there is a restricted support given by STI. The cases show that two firms practice an open innovation mode. In one case we conclude it refers to semi-open innovation practice.

APA, Harvard, Vancouver, ISO, and other styles

47

Liu, Qian, Xin Zhao, and Baowen Sun. "Value co-creation mechanisms of enterprises and users under crowdsource-based open innovation." International Journal of Crowd Science 2, no. 1 (March 5, 2018): 2–17. http://dx.doi.org/10.1108/ijcs-01-2018-0001.

Full text

Abstract:

Purpose The purpose of this paper is to systematically review the existing research and summarize the value co-creation mechanism between enterprises and users in crowdsource-based open innovation (COI). Design/methodology/approach Crowdsourcing is an effective means for enterprises to launch open innovation. This paper will first introduce the concepts and forms of open innovation and crowdsourcing, and then define COI. Findings This paper will analyze the key parties in innovative tasks, value co-creation mechanism that creates ideas, the interaction of key participants and the process of integrating internal and external resources to realize open innovation. Research limitations/implications In the end, this paper will put forward the theoretical framework for future studies on the development of COI from the perspective of value co-creation. Originality/value This thesis will first introduce the concepts and forms of open innovation and outsourcing and then define COI. Then it will systematically review the existing research studies and summarize the value co-creation mechanism between enterprises and users under COI model by analyzing the key parties in innovative tasks, value co-creation mechanism that creates ideas, the interaction mode of key participants and the process of enterprises integrating internal and external resources to realize open innovation.

APA, Harvard, Vancouver, ISO, and other styles

48

Lichtenthaler, Ulrich. "Toward an innovation-based perspective on company performance." Management Decision 54, no. 1 (February 8, 2016): 66–87. http://dx.doi.org/10.1108/md-05-2015-0161.

Full text

Abstract:

Purpose – The purpose of this paper is to suggest an innovation-based perspective on company performance and develops a conceptual framework. Design/methodology/approach – This is a research paper, which builds on prior theoretical and empirical management research. Findings – The innovation-based view is grounded in interfirm differences in innovation, and it underscores the opportunities to achieve sustainable superior firm performance by innovating internally besides the increasing trend toward open innovation. The innovation-based perspective goes beyond many firms’ focus on product innovation by examining its interdependencies with other essential first-order innovations such as service, process, business model, and management innovations. The innovation-based perspective further addresses the dynamic and intertemporal transformation of innovation activities based on second-order innovations, which provide a more realistic view of organizations’ innovation over time. This transformation affects organizational boundaries and how a firm sustains superior performance. Originality/value – The innovation-based view revises extant approaches to competition and firm boundaries. The new arguments help to reconcile inconsistent earlier findings, and they deepen the understanding of interfirm differences in innovation and performance.

APA, Harvard, Vancouver, ISO, and other styles

49

Carvalho, Luísa, Teresa Costa, and Jorge Caiado. "DETERMINANTS OF INNOVATION IN A SMALL OPEN ECONOMY: A MULTIDIMENSIONAL PERSPECTIVE." Journal of Business Economics and Management 14, no. 3 (June 27, 2013): 583–600. http://dx.doi.org/10.3846/16111699.2012.701225.

Full text

Abstract:

This paper uses logistic regression analysis to examine how intramural and extramural R&D, acquisition of machinery, equipment and software, acquisition of external knowledge, training, market introduction and other procedures and technical preparations determine the innovation behaviour of manufacturing and service firms. We adopt a multidimensional view of innovation by considering product, process, organizational and marketing innovations as dependent variables separately. The study reports on the Community Innovation Survey (CIS4) of a small open-economy country. The empirical results indicate that intramural R&D has a positive impact on innovation. In contrast, the influence of extramural R&D on innovation is unclear. All innovation activities contribute towards organizational innovation. The study also suggests that there are no significant differences between services and manufacturing firms concerning the propensity to innovation.

APA, Harvard, Vancouver, ISO, and other styles

50

Hervas-Oliver, Jose-Luis, Francisca Sempere-Ripoll, Carles Boronat-Moll, and Sofia Estelles-Miguel. "SME open innovation for process development: Understanding process-dedicated external knowledge sourcing." Journal of Small Business Management 58, no. 2 (December 17, 2019): 409–45. http://dx.doi.org/10.1080/00472778.2019.1680072.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Open Innovation Process'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles