Relevant bibliographies by topics / Open innovation strategy

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Open innovation strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Open innovation strategy"

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Chesbrough, Henry W., and Melissa M. Appleyard. "Open Innovation and Strategy." California Management Review 50, no. 1 (October 2007): 57–76. http://dx.doi.org/10.2307/41166416.

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Walecka-Jankowska, Katarzyna, and Joanna Zimmer. "Open innovation in the context of organisational strategy." Engineering Management in Production and Services 11, no. 3 (November 19, 2019): 86–95. http://dx.doi.org/10.2478/emj-2019-0023.

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Abstract The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.
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Ratten, Vanessa. "The effect of cybercrime on open innovation policies in technology firms." Information Technology & People 32, no. 5 (October 7, 2019): 1301–17. http://dx.doi.org/10.1108/itp-03-2018-0119.

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Purpose Open innovation is important for technology firms as they can use freely available resources to source creative and innovative ideas. Despite the usefulness of open innovation for technological advancements, few studies have focused on the role of cybercrime in affecting an organizations strategic direction. The purpose of this paper is to examine the effect of open innovation on cybercrime in technology firms. Design/methodology/approach Semi-structured in-depth interviews were conducted on technology firms to understand the role of open innovation in terms of technology scouting, horizontal collaboration and vertical collaboration on cybercrime activity. Findings The study found that there is a dilemma most technology firm’s face in having an open innovation strategy and how to manage cybercrime. This means that a coopetition strategy is utilized that helps to not only balance the need to have open innovation but also protect intellectual property. Research limitations/implications The study has implications for emerging technology innovations that not only need to have cyber security but also harness the use of Big Data. Practical implications Managers of technology firms need to encourage open innovation as a strategy but manage the cybercrime that comes from sharing too much information in an online context. Originality/value This paper is one of the first to link open innovation strategy to cybercrime activity in technology firms. Thus, it contributes to the literature on open innovation and cyber theft and security.
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Katsamakas, Evangelos G., and Nicholas C. Georgantzas. "Open source disruptive-innovation strategy." Human Systems Management 29, no. 4 (2010): 217–29. http://dx.doi.org/10.3233/hsm-2010-0729.

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Manuylenko, Viktoriya Valeryevna, Aminat Islamovna Borlakova, Alexander Vladimirovich Milenkov, Olga Borisovna Bigday, Elena Andreevna Drannikova, and Tatiana Sergeevna Lisitskaya. "Development and Validation of a Model for Assessing Potential Strategic Innovation Risk in Banks Based on Data Mining-Monte-Carlo in the “Open Innovation” System." Risks 9, no. 6 (June 13, 2021): 118. http://dx.doi.org/10.3390/risks9060118.

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Innovation risk in banks, a formalized instrument that is part of banks’ financial and innovative strategies, influences the assessment of innovative activity, demonstrating the importance of forecasting and assessment models of potential innovation risks. Our research into general scientific and specific methods allowed us to: (1) distinguish hierarchical concepts and their order—namely, “banking innovation”, “economic effects of innovational activities”, “financial and innovative strategy”, and “innovation risk”; (2) identify links between innovative and strategic bank management, since bank innovations are carried out in conjunction with strategies and imply positive strategic economic effects, making the assessment of potential innovation risk necessary for the current moment and the future; (3) note that the launching and use of new technologies on economic cycles and phases involving a necessary correlation between innovative profit and these phases; (4) provide preferable measurements of banks’ innovative activity and financial performance against commission income; (5) assess the potential financial performance of banks’ financial and innovative strategies within economic cycles and phases and in accordance with the nature of income; (6) present general areas for the practical application of an adapted data mining–Monte Carlo method, based on a proprietary software product. The model’s application in the “open innovation” system exhibits its multipurpose nature and allows for the selection of alternative strategic innovative solutions within economic cycle phases. It also serves in the promotion of Big Data technology in relation to finance and innovation, which is a promising area, and determines the values of the desired indicators for the “bank of the future” concept.
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Igartua, Juan Ignacio, Jose Albors Garrigós, and Jose Luis Hervas-Oliver. "How Innovation Management Techniques Support An Open Innovation Strategy." Research-Technology Management 53, no. 3 (May 2010): 41–52. http://dx.doi.org/10.1080/08956308.2010.11657630.

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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.

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Dobusch, Leonhard, Waldemar Kremser, David Seidl, and Felix Werle. "A communication perspective on open strategy and open innovation." Managementforschung 27, no. 1 (August 31, 2017): 5–25. http://dx.doi.org/10.1365/s41113-017-0015-6.

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HITCHEN, EMMA L., PETRA A. NYLUND, and ERIC VIARDOT. "THE EFFECTIVENESS OF OPEN INNOVATION: DO SIZE AND PERFORMANCE OF OPEN INNOVATION GROUPS MATTER?" International Journal of Innovation Management 21, no. 03 (March 24, 2017): 1750025. http://dx.doi.org/10.1142/s1363919617500256.

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Innovation is accelerated by heterogeneous knowledge, which is obtained in open innovation. We investigate whether there are limits to the beneficial degree of openness. Conceiving innovator group size as a trade-off between knowledge heterogeneity and coordination costs for innovating groups, we theorise about the impact of group size on innovative performance. We hypothesise that openness and internationalisation positively moderate this relationship, but that the positive effects are limited by the trade-off between knowledge heterogeneity and coordination costs. Through an empirical investigation using a large set of international patent data, we find support for our conceptual development and are able to conclude how many individuals those groups contain that generate the most innovative performance. Groups of three inventors have the most positive impact, and groups of two to eight inventors also generate positive effects. Science-based industries however allow for bigger groups than other industries, and supplier-dominated industries have smaller beneficial group sizes.
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Crema, Maria, Chiara Verbano, and Karen Venturini. "Linking strategy with open innovation and performance in SMEs." Measuring Business Excellence 18, no. 2 (May 13, 2014): 14–27. http://dx.doi.org/10.1108/mbe-07-2013-0042.

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Purpose – The purpose of this paper is to analyze the linkages between company’s strategy, open innovation and innovation performance, focusing on small and medium enterprises (SMEs). In more detail, the aim is to investigate the influence of firm strategy on the level of openness adopted and then the impact of open innovation on firm performance. Finally, the influence of context-specific variables (such as firm size, technology intensity, geographical area, experience of the company and technology turbulence) on the relations mentioned above will be verified. Design/methodology/approach – A survey has been conducted in the Italian manufacturing context and a database of 107 responses was obtained. The constructs of the research framework were created and validated using factor analysis; further, structural equation modeling was performed to verify the hypothesis about the studied relations. Findings – The obtained model confirmed most of the relations hypothesized, giving useful indications on how to define competitive strategy and coherent level of open innovation to pursue improved firm performance. Results highlight that firms, which pursue an innovative strategy are those who invest more on technical skills and core competencies. Companies who choose a strategy of diversification are likely to use, exclusively, managerial practices of open innovation, while firms focused on a strategy of efficiency are inclined toward open innovation practices and, to a lesser extent, to the development of core competencies. Originality/value – The main original contribution is the development of an integrated model that links company’s strategy, open innovation and innovation performance in SMEs.
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Dissertations / Theses on the topic "Open innovation strategy"

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Skibinska, Olesia. "Open innovation as an important part of company’s innovation strategy." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194160.

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The aim of this thesis is to create an innovation strategy for R&D Department of a company that is operating in IT industry with a special focus on Open innovation. It consists of theoretical and practical part. Theoretical part presents modern literature research on innovation and outlines main concepts. Definition of innovation, its types and different approaches are described. Moreover, main principles of audit of Open innovation readiness and its measurement is presented. The last part is devoted to the description of IT industry and future trends. Practical part is devoted to company's analysis, audit of readiness to implement Open innovation approach and creation of innovation strategy for R&D Department.
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Bakar, Raka Prasetya. "Open Innovation strategy : Exploring challenges and opportunities." Thesis, Umeå universitet, Institutionen för informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-110537.

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Innovation strategy has been playing an important role on innovation development in industrial firms. Extant studies have investigated in particular open innovation strategy.  By using a qualitative case study, I have conducted a research in an Indonesian R&D firm that has implemented an open innovation strategy. The purpose of this research is to add more information and confirm existing knowledge by exploring challenges and opportunities during the implementation of an open innovation strategy. I identify many challenges which are found in several aspects of innovation development such as collaboration management, assets protection and accessing external knowledge. Furthermore, the opportunities that I found are related with enhancement of license strategy, nurture of employee’s loyalty and establishment of various collaboration forms. These challenges and opportunities occurred due to the influence of the openness paradigm. The results of this study also confirm previous research result on the adoption of the partly open innovation scheme and the layered collaboration scheme. RQ: what are the firm-level challenges and opportunities with using an open innovation strategy?
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Mooyoung, Son, and Zou Dan. "Open innovation : What to open? What to close?" Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-68995.

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Business management Paradigm is Changing. We used to have big, best, and fast and now it seems that we are having one more paradigm of “Open”. Chesbrough (2003) argued for cooperating between competitors or allies in his article “The era of open innovation”. (ChesbroughH.W, 2003) This research is about open innovation with customer participation. Many organizations built platform to motivate customers to participate the product development process. Hence, we selected three different types of platforms which are full-open, semi-open and closed platform for case study. To compare different perspective from organizations and customers, we will use both of case study of the organizations who opened competencies to the customers and survey of the customers who are creating derivative products. From that case-study and survey result, we aim to figure out what to open and what to close for the organizations that are implementing open innovation strategy. We will suggest a competency pyramid model that helps organizations to divide their competencies into two different sectors: open competency and closed competency. And finally, we will find out what factors are important to make a platform successful.
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Vázquez, Lucerga Roberto José. "Open innovation strategy : a framework for corporate-startup collaboration." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/117939.

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Thesis: S.M. in Management of Technology, Massachusetts Institute of Technology, Sloan School of Management, 2018.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 136-142).
Recent years have seen important changes in the way corporates compete and the dynamism of this competition. Companies are facing increasing pressure to innovate and generate value for customers in over-satisfied societies demanding more complex business propositions and faster response. These changes lead to greater horizontal and vertical uncertainty, that corporations have to manage while sustaining investment in core assets to ensure short term performance. Open innovation strategies, levering on the internal and external entrepreneurial drive, have been proposed to increase the resilience of corporates while opening the opportunity for nascent ventures to grow in new markets. The design of these programs is an area of active research. This thesis proposes a specific open innovation program. The design implements an integral strategy combining inside-out and outside-in transitions to lower costs and enhance efficiency. The design is sequential and staged, resulting in a flexible, modular program architecture with multiple, specifically designed components (accelerator, innovation center, incubator and CVC) enabling the management of a wide range of deal flows.
by Roberto José Vázquez Lucerga.
S.M. in Management of Technology
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Choi, Jeong-Woo. "Management strategy for open innovation in Korean biochip industry." Thesis, Durham University, 2017. http://etheses.dur.ac.uk/12145/.

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Due to the need to access external knowledge for new product development (NPD), open innovation has been widely used in the biochip industry. Since current resources owned by single firm do not have all the capabilities, NPD in biochip requires strong interdisciplinarity, wide diversity of technological knowledge, and integration capabilities. In the present study, management strategy for open innovation is investigated for NPD in the Korean biochip industry. Open innovation is classified in three steps: (1) switching phase about starting open innovation in the NPD initial stage; (2) implementation phase about open innovation management in the NPD middle stage; and (3) transition phase about change to close innovation in the NPD final stage. Three models for three phases are developed and then tested by carrying out surveys in the Korean biochip firms. In addition, the transition phase model is evaluated in the Korean bio-pharmaceutical firms. The switching phase model suggests that research capability and external trust are the main variables that affect switching cost, which relates to the perception of advantage of open innovation. The implementation phase model suggests that technological novelty affects degree of openness, which, in turn, relates to technological capability and firm performance. Furthermore, institutional-, environmental-, and firm characteristics affect the depth- and breadth of open innovation activity. The transition phase model suggests that knowledge connected with product innovation has an impact on the open-close transition tendency, which relates to perception of advantage of close innovation. Based on the results for three phases of open innovation, we propose the management strategy for open innovation during NPD. Therefore, based on the results of analyses of the proposed model, we can evaluate the factors that affect open innovation activity and develop an appropriate management strategy of open innovation for NPD of biochip.
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Assarsson, Fabian. "Synthetic Innovation and Hidden Problems: Qualitative Insights on Open Innovation for Hidden Problems in Sweden." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-245877.

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Huvudsyftet med denna uppsats är att analysera hur svenska organisationer arbetar med öppen innovation, i vilka former de gör det och vilken typ av innovationer de producerar. Uppsatsen definierar även uttryckligen begreppet "dolda problem" inom organisationer och kopplar sedan det till innovationsteori. Definitionen av öppen innovation har utvecklats tillsammans med förståelsen för begreppet, vilket i sig utgör en övertygande teori för både organisationer och forskare i strävan efter teknisk utveckling. De befintliga modeller som beskriver öppen innovation är emellertid inte förenliga med hur definitionen av termen har utvecklats. Genom att kartlägga nuvarande litteratur och innovationsteori, föreslås i denna uppsats en förening av två befintliga öppna innovationsmodeller som bättre passar den nuvarande definitionen. I uppsatsen föreslås också att syntetisk innovation - ett begrepp beskrivet i denna avhandling - är den primära typen av innovation som produceras inom en öppen innovationsram. Resultaten, analysen och diskussionerna baseras på en litteraturstudie, en handlingsstudie och fyra fallstudier av innovationsinitiativ i Sverige. Analyserade genom den föreslagna ramen visar resultaten att resurstypen som delas mellan firmor i ett öppet samarbete är mer empiriskt viktig än indikerat från befintliga innovationsmodeller. Det indikeras också att företagens permeabilitet förändrar vilken typ av innovation de producerar. Arbetet indikerar också att dolda problem empiriskt löses genom syntetisk innovation som särskilt kan uppnås i en öppen innovationsmiljö.
The primary purpose of this thesis is to analyze how Swedish organizations work with Open Innovation, in what forms they do so, and what type of innovations they produce.  Secondarily, it explicitly defines the notion of "hidden problems" within organizations and subsequently links it to innovation theory. The definition of Open Innovation has evolved alongside the understanding of Open Innovation itself, and it constitutes a compelling theory for organizations and researchers alike in the pursuit of technological advancement. The incumbent models that describe Open Innovation, however, are not compliant with the definition of the term. By surveying the current literature on Open Innovation, and Innovation theory, this thesis proposes a unification of two incumbent Open Innovation models that better fit with the definition of Open Innovation itself. It also suggests that Synthetic Innovation as defined in this thesis is the primary type of innovation produced under an Open Innovation framework. The results, analysis, and discussions are based on a literature review, an action study, and four case studies of innovation initiatives in Sweden. Analyzed through the proposed framework, the results from this thesis indicate that resource type is more empirically important than evident from incumbent innovation models. It also suggests that the permeability of firms, created in an Open Innovation environment, alters the type of innovation they produce. The research shows a need to update the early, yet fashionable, models of Open Innovation to better map against the current definitions. It also indicates that hidden problems result in a particular type of Synthetic Innovation that is especially achievable through Open Innovation.
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Chivarar, Sonia, and Haithem Hamdi. "Technology Convergence and Open Innovation : An Empirical Study on How Nexus of Forces Influences the Open Innovation Environment." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-23980.

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This study is conducted within the domains of technology convergence and Open Innovation environment. Two frameworks have been adopted in the study, namely; Nexus of Forces and Capability-Based Framework for Open Innovation. The first purpose of the investigation was to identify to what extent and in what ways does Nexus of Forces affects the knowledge capabilities within the Open Innovation environment. The second purpose of the investigation was to identify what practical implications does Nexus of Forces brings to the Open Innovation practices. The investigation was conducted on a single company – Swisscom – by following a case study strategy. The methodological approach for collecting the data was a mixed method approach with concurrent embedded strategy. The study has focused mainly on qualitative data and the quantitative data was nested with the focus to strengthen the findings. For the primary data collection, 6 respondents were selected, Expert A and Expert B for interviews and 4 managers for survey.   In regard to the first purpose, our findings have shown that practices of Nexus of Forces have strategical implications on the process of managing knowledge capabilities. The extents of the NoF implications are through a direct and indirect level for the departments, which work with Open Innovation projects and at meta-level for the higher organizational structures within the company. In regard to the second purpose, our findings have shown that practices of Nexus of Forces have tactical implications on the Open Innovation practices. The final outcome of the study is a theoretical model that displays the strategical and tactical implications of Nexus of Forces on the knowledge capabilities and Open Innovation practices within the Open Innovation environment.
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Bilen, Celal Can, and Zahra Alavizadeh. "Open Source Strategy: A Change of Perception through the Lens of Innovation : The Case of Open Source Software (OSS) in Sweden." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-14801.

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Open Source Software has been all about myths until recently, with many people believing that open source isn't reliable because the open source projects are held by a small group of amateurs in their friend's garage. Such myths have been refuted with the emerging success and increased popularity of open source, but still many considered open source and proprietary software to be enemies, which can never co-exist in the corporate platform. As a result, some firms have decided to stick to their tradition of commercial software development, while new firms, which base their corporate strategy solely on open source, have emerged. The former group of firms has suffered from losing time and money in fixing the errors and bugs in the software, whereas the latter group has found difficulties in finding financial support and market share in competition among the former group. Neither group has found absolute success in their business, as result a compromise model has emerged in the software industry, which resulted in a third group of firms that work neither with pure open source model nor with pure proprietary models, but instead with “hybrid” business models which allows integration of these so-called two enemies. Such firms have overcome the pitfalls of both approaches, while combining the benefits of them. The growing success of open-source integration attracted further public attention on the potential importance of open-source software (OSS). Indeed, major large commercial IT companies have started to integrate open-source software into their core strategies. Despite the widespread doubts and resistance during the early stages of open source revolution, there has recently been a “change of perception” in the software development industry towards incorporating open source strategies into their business models. This master thesis investigates the open source software scene in Sweden by examining Swedish firms that develop software products either based on open source components (hybrid model) or just open source products (pure open source model). After analyzing the market based on the business models of these firms, further details of the open source strategies pursued by these firms have been analyzed. Our study then finalizes the investigation with an analysis of the open source development scene in Sweden, which we use to determine the characteristics of the software industry in Sweden. Our conclusions reveal that open source strategy shares most of its components with innovation strategy (with some components found to be specific to open source strategy only), confirming the link between open source software and innovation. Therefore, firms that work with open source software have to pay attention to innovation and form an appropriate innovation and open source strategy if they want to be successful in the software industry.
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Yang, Samanta. "Open innovation como estratégia de inovação para indústrias farmcêuticas brasileiras : um estudo exploratório." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2010. http://hdl.handle.net/10183/25824.

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A inovação é um fator crítico para o sucesso das empresas. A indústria farmacêutica é historicamente movida pela inovação. Entretanto, neste ramo, o desenvolvimento de novos produtos envolve custos elevados e um longo ciclo de desenvolvimento de produto acarretando em um alto risco de negócio. Recentemente, a estratégia de inovação aberta (open innovation) surgiu com alternativa às empresas para inovação sugerindo que as empresas mantenham-se abertas a idéias internas e externas, tornando o processo de inovação mais ágil, econômico e seguro, uma vez que ele passa a ser compartilhado com outras partes. Porém, embora este novo paradigma se aplique ao ramo farmacêutico, há poucas pesquisas até o momento que estudem diretamente a estratégia de inovação aberta à indústria farmacêutica. Desta forma, este trabalho busca estudar de forma exploratória a prática da estratégia de inovação aberta por indústrias farmacêuticas brasileiras e compreender: os motivos que levaram as empresas nacionais a adotarem este modelo, como esta prática está estruturada dentro destas indústrias e de que maneira elas trabalham com seus parceiros de inovação. A pesquisa comprovou que as indústrias farmacêuticas estão utilizando a inovação aberta como estratégia de inovação. Entretanto, o modelo de inovação aplicado possui adaptações, em razões de questões culturais e maturidade da empresa, de forma que o fluxo de idéias criativas ocorre somente na direção do ambiente externo para o interno da empresa. Entre os problemas relacionados à inovação aberta no Brasil, optou-se por investigar as relações entre os envolvidos como forma de encontrar oportunidades de melhoria para o modelo brasileiro que ainda se baseia muito na relação empresa-universidade. Dentre as empresas estudadas no estudo de caso indicou serem os principais stakeholder as universidades e institutos de pesquisa públicos e que estas parceiras se consolidam preferencialmente através de convênios de pesquisa.
In a highly competitive environment, innovation is a critical factor to the success and maintenance of any company. The pharmaceutical industry is historically moved by innovation in products. However, in the pharmaceutical business, the development of new products demands huge investments and a long development cycle which consequently increase the risk of the business associated to uncertainty. Recently, the open innovation strategy emerged as an alternative to companies to innovate and develop new products. This new paradigm suggests that companies must be opened to ideas from the internal and external environments and to perform co-development projects with the purpose of developing products faster, cheaper and in a less risky way. Although this new paradigm is adequate to the pharmaceutical segment, there are few researches that discuss the open innovation strategy in the pharmaceutical industry. Therefore, this research has the purpose to study the practice of open innovation strategy by Brazilian pharmaceutical companies and to access: the reasons that motivate the national companies to adopt this model, how this practice is structured inside the companies and how they work with their innovation partners. From this investigation it was possible to verify that the pharmaceutical industries in Brazil use open innovation as a strategy of innovation. However, the open innovation model characteristics in Brazil consider adaptations from the original model suggested by Chesbrough. For cultural and the companies’ business maturity level, it was noticed that the influx of creative ideas is mainly from the outside towards inside company. Additionally, it was investigated the relationship among the co-development stakeholders, as an opportunity to find improvements to the Brazilian open innovation model. The case study findings indicate that the most relevant partnership type is the consortium with the universities and research institutes.
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Lenz, Sabrina. "Open innovation and the challenges of human resource management." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/11808.

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This paper considers challenges of Human Resource Management (HRM) in Open Innovation processes. It examines which strategies managers used to overcome these problems in the case of the Brazilian Oil and Gas company Petrobras. By conducting an inductive case study it develops a contextual model based on the use of grounded theory. It argues that the most important categories were to overcome problems of (a) the interpersonal relationship, (b) power shifting inside the organization, and (c) making people more valuable to the organization and shows how managers tackled these challenges. It contributes with a deep analysis of HRM challenges in Open Innovation that is important for a better understanding of management problems that can come along with Open Innovation processes.
Este artigo leva em consideração os desafios da Gestão de Recursos Humanos (HRM) em processos de Inovação Aberta. São examinadas quais estratégias os gerentes utilizavam para superar esses problemas no caso da companhia brasileira de óleo e gás, Petrobrás. Ao conduzir um indutivo estudo de caso, é desenvolvido um modelo contextual baseado no uso da teoria fundamentada. Argumenta-se que as categorias mais importantes a serem superadas foram (a) as relações interpessoais, (b) mudança de poder dentro da organização e (c) a valorização dos funcionários pela organização, e é apresentado como os gerentes solucionaram esses problemas. Este artigo contribui com uma análise aprofundada dos desafios da HRM em Inovação Aberta, o que é importante para melhor entender os problemas gerenciais que podem surgir durante os processos de Inovação Aberta.
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Books on the topic "Open innovation strategy"

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P, Gabriel Richard, ed. Innovation happens elsewhere: Open source as business strategy. Amsterdam: Morgan Kaufmann, 2005.

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Culpan, Refik, ed. Open Innovation through Strategic Alliances. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137394507.

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SMEs and open innovation: Global cases and initiatives. Hershey, PA: Business Science Reference, 2012.

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Cases on SMEs and open innovation: Applications and investigations. Hershey, PA: Information Science Reference, 2012.

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A guide to open innovation and crowdsourcing: Expert tips and advice. London: Kogan Page, 2011.

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Open innovation through strategic alliances: Approaches for product, technology, and business model creation. New York, NY: Palgrave Macmillan, 2014.

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Perspectives on supplier innovation: Theories, concepts and empirical insights on open innovation and the integration of suppliers. London: Imperial College Press, 2012.

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Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.
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West, Joel, and Jonathan Sims. How Firms Leverage Crowds and Communities for Open Innovation. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0004.

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There are many similarities in how firms pursuing an open innovation strategy can utilize crowds and communities as sources of external innovation. At the same time, the differences between these two network forms of collaboration have previously been blurred or overlooked. In this chapter, we integrate research on crowds and communities, identifying a third form—a crowd–community hybrid—that combines attributes of both. We compare examples of each of these three network forms, such as open source software communities, gated contests, crowdsourcing tournaments, user-generated content, and crowd science. We then summarize the intrinsic, extrinsic, and structural factors that enable individual and organizational participation in these collaborations. Finally, we contrast how these collaborative forms differ regarding their degree of innovativeness and relevance to firm goals. From this, we identify opportunities for future research on these topics.
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Whittington, Richard. Opening Strategy. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198738893.001.0001.

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Opening Strategy recounts the origins and development of Strategy as a profession from the middle of the last century to the present day. In particular, it focuses on how strategic planning superseded long-range planning, and the more recent rise of strategic management and open strategy. Together, these practices have contributed to growing inclusiveness and transparency in contemporary organizations. Informed by interviews with corporate strategists at leading companies around the world, eminent consultants at firms such as Bain, the Boston Consulting Group, and McKinsey & Co., and the internal archives of strategic innovators such as General Electric and Shell, this book provides vivid insights into the trials and tribulations of practice innovation in Strategy, and stresses the hard work of the little-recognized and sometimes eccentric innovators within the profession. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in Strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in Strategy—and how not to.
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Book chapters on the topic "Open innovation strategy"

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Hjalmarsson, Anders, Gustaf Juell-Skielse, and Paul Johannesson. "Develop Strategy." In Open Digital Innovation, 101–7. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56339-8_12.

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Nguyen, Thi-Mong-Chau, Valérie-Inès De La Ville, and Eric Milliot. "Facing the Innovation–Export Paradox." In Open Internationalization Strategy, 297–321. New York, NY : Routledge, 2021. | Series: Routledge frontiers in the development of international business, management and marketing ; 5: Routledge, 2021. http://dx.doi.org/10.4324/9781003095163-18.

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Chevrier, Sylvie, and Liece Khalfaoui. "The Making of an Innovation." In Open Internationalization Strategy, 64–90. New York, NY : Routledge, 2021. | Series: Routledge frontiers in the development of international business, management and marketing ; 5: Routledge, 2021. http://dx.doi.org/10.4324/9781003095163-5.

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Pfeffermann, Nicole. "Communication Model Design Innovation—Authentic Open Innovation-Culture." In Strategy and Communication for Innovation, 113–29. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49542-2_8.

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Yu, Howard H. "When Business Model Meets Open Innovation." In Strategy and Communication for Innovation, 29–40. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49542-2_3.

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Moeslein, Kathrin. "Open Innovation: Strategic Options, Actors, Tools and Tensions." In Strategy and Communication for Innovation, 27–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41479-4_3.

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Vanhaverbeke, Wim, Nadine Roijakkers, Annika Lorenz, and Henry Chesbrough. "The Importance of Connecting Open Innovation to Strategy." In Strategy and Communication for Innovation, 3–15. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49542-2_1.

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Lassmann, Wolfgang, and Andreas Lassmann. "Open Innovation Across Boundaries: How to Craft a Consistent Open Innovation Strategy." In Strategies for Innovators, 175–95. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8010-6_10.

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Enkel, Ellen, Annika Dingler, and Carsten Mangels. "Open Innovation: Enhancing Theory and Practice by Integrating the Role of Innovation Communication." In Strategy and Communication for Innovation, 131–45. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49542-2_9.

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Moeslein, Kathrin M., and Albrecht Fritzsche. "The Evolution of Strategic Options, Actors, Tools and Tensions in Open Innovation." In Strategy and Communication for Innovation, 61–76. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49542-2_5.

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Conference papers on the topic "Open innovation strategy"

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Chen, Yuanzhi. "Business Models Based on Open Innovation Strategy." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997947.

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Leković, Bojan, and Miodrag Petrović. "Open Innovation Strategy and Its Influence on Entrepreneurial International Orientation." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_60.

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Kolk, Alar. "Developing Open Innovation for Space Exploration Strategy and Industry Growth." In AIAA SPACE 2007 Conference & Exposition. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2007. http://dx.doi.org/10.2514/6.2007-6232.

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Gebremichael, Hailekiros Sibhato, Renyong Hou, and Qian Sun. "Adopting Open Innovation Strategy to Empower SMEs in Developing Countries." In 2016 International Conference on Engineering and Technology Innovations. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/iceti-16.2016.16.

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Alshaikh, Ziyad, Mansour Alsaleh, Abdulrahman Alarifi, and Mohammad Zarour. "Toward a national strategy for Open Source Software." In 2013 8th International Conference on Standardization and Innovation in Information Technology (SIIT). IEEE, 2013. http://dx.doi.org/10.1109/siit.2013.6774568.

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Chongfeng, Wang, and Chao Yixuan. "Research on Regional Independent Innovation and Open Innovation Optimization Strategy under Innovation Driving Strategy : Taking the biomedical industry of China as an example." In 2018 IEEE International Symposium on Innovation and Entrepreneurship (TEMS-ISIE). IEEE, 2018. http://dx.doi.org/10.1109/tems-isie.2018.8478469.

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Wu, Shanchao, Jun Jin, Jin Chen, and Wim Vanhaverbeke. "Open innovation strategy in the process of technological capability development: Conceptual framework aspect." In EM). IEEE, 2009. http://dx.doi.org/10.1109/icieem.2009.5344508.

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Flores, Elvira G. Rincón, María Soledad Ramírez Montoya, and Juanjo Mena. "Challenge-based gamification as a teaching' open educational innovation strategy in the energy sustainability area." In TEEM'16: 4th International Conference on Technological Ecosystems for Enhancing Multiculturality. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/3012430.3012658.

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Xi, Wang, and Liliana Mitkova. "Research on IP strategy on the frame of open-innovation: Case study in France and China." In 2013 "Suzhou-Silicon Valley-Beijing" International Innovation Conference (SIIC). IEEE, 2013. http://dx.doi.org/10.1109/siic.2013.6624199.

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Sturm, Flavius, and Christoph Pott. "Open Strategy in a Research Organization: Joint Exploration of Research Opportunities in Logistics & IT." In 2020 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2020. http://dx.doi.org/10.1109/ice/itmc49519.2020.9198644.

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