Journal articles: '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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Alvarez-Meaza, Izaskun, Naiara Pikatza-Gorrotxategi, and Rosa Maria Rio-Belver. "Sustainable Business Model Based on Open Innovation: Case Study of Iberdrola." Sustainability 12, no. 24 (December 19, 2020): 10645. http://dx.doi.org/10.3390/su122410645.

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The change in business management towards a vision based on open innovation has opened the doors to knowledge transfer between organizations, promoting scientific–technological collaborations resulting in new research that opens the way to new technological innovations. Therefore, the objective of this study is to see how the company Iberdrola has oriented its management strategy towards an open innovation approach, analyzing both its scientific and technological development through a bibliometric and network analysis. The results highlight that Iberdrola has always considered scientific and technological development to be part of its strategic approach as a means of disseminating and transferring knowledge. Furthermore, it can be concluded that the implementation of strategic axes related to sustainable development in an open innovation environment has improved the results of its scientific and technical production, and also the company’s financial results.

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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.

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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.

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Pichlak, Magdalena, and Adam R. Szromek. "Eco-Innovation, Sustainability and Business Model Innovation by Open Innovation Dynamics." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (June 4, 2021): 149. http://dx.doi.org/10.3390/joitmc7020149.

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The paper aims to analyze the environmental aspects of innovation activity undertaken by companies and, in particular, to assess sustainable business leaders’ propensity to generate eco-innovation. The research described in the paper was descriptive and, to some extent, diagnostic. It was based on a non-random sample and was conducted—using the Computer Assisted Telephone Interview (CATI) method—in 2019 among 54 of the most eco-innovative Polish companies. The results of the research indicate that they are more likely to generate radical rather than incremental changes. Moreover, the most eco-innovative companies are those developing technologies for biodiversity protection. The results further indicate that companies with more than 50 employees have a higher propensity to develop incremental and radical eco-innovation than smaller firms with relatively fewer resources. Finally, this study shows that adopting an open innovation strategy strengthens the propensity to generate eco-innovation, especially radical ones. Moreover, developing such changes is dominated by the adoption of strategic and operational forward supply chain collaboration, involving the absorption of knowledge and information streaming directly from the market. The results can provide a frame for developing new business models incorporating collaboration in eco-innovation activities, especially in the situation of a post-pandemic recovery of the economy.

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Llanes, Gastón. "Competitive strategy for open and user innovation." Journal of Economics & Management Strategy 28, no. 2 (September 25, 2018): 280–97. http://dx.doi.org/10.1111/jems.12282.

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Zhang, Mo, Chaoran Lin, Jun Guan, and Yan Lin. "The Effects of Open Innovation Platform Knowledge Strategies on Participants: Evolutionary Game Research." Mathematical Problems in Engineering 2020 (September 16, 2020): 1–12. http://dx.doi.org/10.1155/2020/4012713.

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Based on previous research on open innovation and appropriability strategies, using knowledge production functions and evolutionary game methods, this paper describes the process of dynamic cooperation between open innovation platforms and their participants. This paper specifically analyzes the influence of open innovation platform’s knowledge appropriability/knowledge sharing strategies, as well as participants’ exit/nonexit strategy, on the cooperative relationship. Through simulation analysis, this paper draws the following conclusions: first, the knowledge appropriability strategy of the open innovation platform and the participant’s nonexit strategy is an important strategic point of the cooperation between open innovation platforms and participants; second, the amount of knowledge production affects the strategic choices of open innovation platforms, while the knowledge increment affects the strategic choices of participants; third, the appreciation coefficient of complementary assets determines the direction of evolution of the cooperation process.

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Chesbrough, Henry. "The Logic of Open Innovation." California Management Review 45, no. 3 (April 2003): 33–58. http://dx.doi.org/10.1177/000812560304500301.

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Майоров, C., and S. Mayorov. "INTEGRATION OF PROJECT MANAGEMENT INTO THE INVESTMENT STRATEGY OF AN INNOVATIVE CLUSTER (THE CASE OF INNOKAM)." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2018, no. 2 (March 25, 2018): 122–27. http://dx.doi.org/10.21603/2500-3372-2018-2-122-127.

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With reference to the activity of the Kama Innovation Cluster "Innokam", the paper considers some issues of the integration of project management mechanisms into the investment strategy of the cluster structures. Such a strategy implemented by Innocam's structures in the context of open innovation encompasses a set of innovative projects, including the creation of engineering centers for the development of flexible production systems, the design of high technologies, new generation robotic complexes, etc. The study describes some features of an innovative cluster functioning in the environment of open innovations, which is characterized by a high level of uncertainty. The article introduces the business model of the strategic partnership of "Innokam" structures, which is focused on the environment of open innovations. Tools for strategic analysis have been developed, the results of which are used by Innokam structures when creating an array of input data necessary for the design of a project ma nagement strategy. The research explores the mechanism and principles of the development of the project management strategy in relation to the investment activities of the Innocam structures. Taking into account the specifics of the functioning of these structures, the scenario planning methodology has been modernized and a tool for selecting the best variant of the project management strategy has been proposed. The paper includes proposals on the construction of a multi-level management system, taking into account the specific features of Innokam’s investment activities. With respect to each level of management, criteria are given for assessing the effectiveness of the system. The research has justified the use of controlling that fulfills the role of feedback in the management system, which allows one to evaluate the effectiveness of the project strategy implemented by Innocam's structures

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Kennedy, Steve, Gail Whiteman, and Jan van den Ende. "Radical Innovation for Sustainability: The Power of Strategy and Open Innovation." Long Range Planning 50, no. 6 (December 2017): 712–25. http://dx.doi.org/10.1016/j.lrp.2016.05.004.

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Huston, Larry, and Nabil Sakkab. "Implementing Open Innovation." Research-Technology Management 50, no. 2 (March 2007): 21–25. http://dx.doi.org/10.1080/08956308.2007.11657426.

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Yuan, Xiaodong, and Xiaotao Li. "The combination of different open innovations: a longitudinal case study." Chinese Management Studies 13, no. 2 (June 3, 2019): 342–62. http://dx.doi.org/10.1108/cms-02-2018-0410.

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Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

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Teixeira, Aurora, and Mariana Lopes. "Open Innovation in Portugal." Acta Oeconomica 62, no. 4 (December 1, 2012): 435–58. http://dx.doi.org/10.1556/aoecon.62.2012.4.2.

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The empirical studies in the area of Open Innovation (OI) reveal that there is a significant bias in favour of countries on the technological frontier. The present study aims to bridge this gap by examining firms in Portugal, a country at an intermediate stage of technological development. Based on 70 innovative firms, we found that whatever perspective of the OI model is considered, firms tend, on average, to share a relatively closed innovation model when compared with firms located in countries where technological development is advanced. About a quarter of the surveyed firms implemented the OI model in their innovation strategy/business, this being much more widely disseminated regarding the absorption of external knowledge/technology, with almost 40% of firms surveyed acknowledging its use in comparison with the perspective of transfer of knowledge/technology to other organisations — less than 10% provide their “surplus technology” to other organisations. This result may indicate a lack of awareness of the economic potential of making internally created technologies available to third parties, albeit this potential might also depend on other circumstances such as technology architecture (the system and interdependence of technologies).

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Blankesteijn, Marlous, Frank De Jong, and Bart Bossink. "Closed-open innovation strategy for autonomous vehicle development." International Journal of Automotive Technology and Management 19, no. 1/2 (2019): 74. http://dx.doi.org/10.1504/ijatm.2019.098507.

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Bossink, Bart, Marlous Blankesteijn, and Frank De Jong. "Closed-open innovation strategy for autonomous vehicle development." International Journal of Automotive Technology and Management 19, no. 1-2 (2019): 74. http://dx.doi.org/10.1504/ijatm.2019.10019844.

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Read, Stuart, and David Robertson. "Implementing an open innovation strategy: lessons from Napoleon." Strategic Direction 25, no. 6 (April 17, 2009): 3–5. http://dx.doi.org/10.1108/02580540910952127.

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RUBEL, O. E., and A. A. ZHIKHAREVA. "OPEN INNOVATION CONCEPT AS A PART OF INTEGRATION OF UKRAINE INTO EUROPEAN RESEARCH AREA." Economic innovations 20, no. 1(66) (March 20, 2018): 162–73. http://dx.doi.org/10.31520/ei.2018.20.1(66).162-173.

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Topicality. The integration of Ukraine into European Research Area (ERA) offers additional opportunities for the development of the national research system through the potential entry of new innovation and technology markets and facilitating the communication between Ukrainian scientists and researchers from EU countries. Priority 5 of the ERA roadmap contains tasks to improve the access to publications, open scientific data and knowledge, the introduction of state support for innovation activities and new procedures for the transfer of knowledge, protection and effective use intellectual property for the purpose of optimal exchange and transfer of scientific knowledge for the disclosure of the science potential and promoting the creation of a competitive economy. This indicates that the concept �Open Innovations" is the leading element of scientific innovation. Aim and tasks. The purpose of the article is to study the innovative "conceptual space" and to create the methodological basis for the implementation of the modern international innovative conceptual apparatus "Open innovation" in the Ukrainian economic scientific discourse. Research results. Discussion of significance each of the concepts defined in the article is important and perspective in scientific and methodological sense. The formation of innovative discourse takes place at the junction of many disciplines: technical, economic, linguistic, philosophical, and social. The practice of innovative activity will determine the most effective and demanded in the future. The paradigm Open Innovation 2.0 is based on the concept of Shared Values / Development Strategy and the Model of Innovations "Quadro Helix". The essence of this paradigm means that civil society joins with business, academia, and government sectors to drive changes far beyond the scope of what any one organization can do on their own. Conclusions. The cultivation and organization of an innovative ecosystem with common innovation platform allows to combine competition, active user participation and innovation. It is crucial for the success of innovative activities.

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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.

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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

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Yun, Jinhyo Joseph, Abiodun A. Egbetoku, and Xiaofei Zhao. "How Does a Social Open Innovation Succeed? Learning from Burro Battery and Grassroots Innovation Festival of India." Science, Technology and Society 24, no. 1 (December 20, 2018): 122–43. http://dx.doi.org/10.1177/0971721818806101.

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As people pay attentions to social innovation as the source of innovative ideas and the repository of new business models, this study poses the following research questions: How does a social open innovation succeed? What is the success factor of social open innovation? What are the successful dynamics of social open innovation? This article selected two case studies: one is the Burro Battery Company in Ghana and the other is grassroots innovation enterprise of India known as the Honey Bee Network and its collaborator, National Innovation Foundation (NIF), Ahmedabad. The first case is a social open innovation firm case while the second case is a social open innovation policy case. Through deep case study, we found out the ways of success of social open innovation strategy and social open innovation policy.

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Yun, Jinhyo Joseph, MinHwa Lee, KyungBae Park, and Xiaofei Zhao. "Open Innovation and Serial Entrepreneurs." Sustainability 11, no. 18 (September 16, 2019): 5055. http://dx.doi.org/10.3390/su11185055.

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With the advent of the Fourth Industrial Revolution, the role of entrepreneurs has become more crucial than ever. As a result, an open innovation model is suggested here that can promote serial entrepreneurs by answering the following question: “How does the serial entrepreneur in open innovation conditions continuously identify business opportunities?” This question is answered through an in-depth case study of Medison from 1985 to 2016, as Medison is not only a representative Korean medical device company, but is also a representative example of serial entrepreneurship in Korea. First, we examined the diverse open innovation channels, such as spin-offs, venture investment, and joint venture, used by Medison before it was merged with Samsung. Second, we examined the open innovation serial entrepreneurs of Medison and then analyzed the direct serial entrepreneurs of Medison. Fourth, we built a causal loop model of Medison open innovation with emergence and complexity combined. Finally, a sustainable open innovation strategy and an approach to sustainable serial entrepreneurship was formulated. The foundation of this research is as follows. First, an open innovation strategy can be a strong motivator for serial entrepreneurs. Second, a balance between emergence and complexity is required to trigger sustainable serial entrepreneurs of open innovation.

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Bogers, Marcel, Henry Chesbrough, and Carlos Moedas. "Open Innovation: Research, Practices, and Policies." California Management Review 60, no. 2 (January 10, 2018): 5–16. http://dx.doi.org/10.1177/0008125617745086.

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Open innovation is now a widely used concept in academia, business, and policy making. This article describes the state of open innovation at the intersection of research, practice, and policy. It discusses some key trends (e.g., digital transformation), challenges (e.g., uncertainty), and potential solutions (e.g., EU funding programs) in the context of open innovation and innovation policy. With this background, the authors introduce select papers published in this Special Section of California Management Review that were originally presented at the second annual World Open Innovation Conference, held in Santa Clara, California, in December of 2015.

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Chesbrough, Henry. "The Case for Open Services Innovation." California Management Review 53, no. 3 (May 2011): 5–20. http://dx.doi.org/10.1177/000812561105300301.

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Wynarczyk, Pooran. "Open innovation in SMEs." Journal of Small Business and Enterprise Development 20, no. 2 (May 9, 2013): 258–78. http://dx.doi.org/10.1108/14626001311326725.

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Marshall, Anthony, Jacob Dencik, and Raj Rohit Singh. "Open innovation: digital technology creates new opportunities." Strategy & Leadership 49, no. 3 (June 23, 2021): 32–38. http://dx.doi.org/10.1108/sl-04-2021-0036.

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Zhong, Junying, and Marko Nieminen. "Resource-based co-innovation through platform ecosystem: experiences of mobile payment innovation in China." Journal of Strategy and Management 8, no. 3 (August 17, 2015): 283–98. http://dx.doi.org/10.1108/jsma-03-2015-0026.

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Purpose – The purpose of this paper is to introduce the RISE model on service innovation in coopetitive business environment. The case study illustrates why and how Chinese providers utilize ecosystems for innovative mobile payment service development to achieve coopetitive advantage based on firms’ superior resources. Design/methodology/approach – The companies in the case study include Alipay (third-party actor), Bestpay (mobile operator), and UnionPay (banking). Empirical data comes from semi-structured interviews complemented with observations and documents. The analysis of the data follows grounded theory guidelines: creation of a theoretical framework, data collection, and interpretation of the data using the coding strategies of open coding, axial coding, and selected coding. Findings – Inter-organizational co-innovation appears as a successful strategy for mobile payment service innovation. In addition to strategic choice on this, understanding of superior and inferior resources and capabilities influence firms’ coopetitive advantages in a coopetitive service development environment. Ecosystems are formed along with the innovating activities, and difficulties are caused by coopetition challenges. The RISE model enables the analysis and selection of strategic patterns for service innovation in a coopetitive environment. Originality/value – The paper contributes to resource-advantage theory and platform ecosystem theory. The theories are used to analyze and model the effects of strategy execution for achieving win-win relationships in inter-organizational co-innovation. This paper helps executives to match their service innovation strategies to platform ecosystem architectures, as well as to understand how resource-advantage challenges affect the execution strategy of setting up their platform ecosystems.

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Carvalho, Luisa Margarida Cagica, and Soumodip Sarkar. "Market structures, strategy and innovation in tourism sector." International Journal of Culture, Tourism and Hospitality Research 8, no. 2 (June 2, 2014): 153–72. http://dx.doi.org/10.1108/ijcthr-05-2013-0031.

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Purpose – This study aims to add to the existing body of knowledge the link between market structures, strategy and innovation by applying the diagnostic test of the integrated model of innovation, and also present the results of an empirical study applied to tourism in a small open economy. The study uses an archetype and the market outcome resulting from the innovation strategies pursued to compare similarities and differences according to a firms’ geographical location to identify innovative patterns in tourism firms. Design/methodology/approach – The study applies a multivariate analysis using a data set consisting of survey responses from 158 Portuguese firms. Findings – The findings indicate links between service, market structures and innovation strategies considering geographical agglomeration of firms in a small economy, and also different innovation trajectories and positions in the model. Research limitations/implications – The results of this study are generalizable to a dynamic industry context of tourism firms operating in a small open economy, such as Portugal. Practical implications – The results suggest that managers need to attend to intangible resources, such as marketing and human resources and their links with innovation and performance, particularly in the case of service firms. Originality/value – The paper highlights the role of intangible resources, especially marketing and human resources, in tourism firms. Geographical location also influences the firm’s strategy and results.

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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.

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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.

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Schneckenberg, Dirk. "Open innovation and knowledge networking in a multinational corporation." Journal of Business Strategy 36, no. 1 (January 19, 2015): 14–24. http://dx.doi.org/10.1108/jbs-08-2013-0066.

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Purpose – The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage. Design/methodology/approach – We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce. Findings – The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects. Research limitations/implications – The findings of this case study remain limited to the characteristics of large firms in multinational markets. Practical implications – This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets. Originality/value – Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.

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Hering, Sven, Tobias Redlich, Jens P. Wulfsberg, and Franz-L. Bruhns. "Open Innovation im Automobilbau." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 106, no. 9 (September 28, 2011): 647–52. http://dx.doi.org/10.3139/104.110626.

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Stemplinger, Christian T., and Kimberly-Roxanne Voss. "Open Innovation im Mittelstand." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 113, no. 4 (April 27, 2018): 207–11. http://dx.doi.org/10.3139/104.111887.

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Terwiesch, Christian, and Yi Xu. "Innovation Contests, Open Innovation, and Multiagent Problem Solving." Management Science 54, no. 9 (September 2008): 1529–43. http://dx.doi.org/10.1287/mnsc.1080.0884.

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Ghezzi, Antonio, Raffaello Balocco, and Andrea Rangone. "The Open Innovation – Strategy nexus: findings from the Mobile Telecommunications Industry." Management Research Review 39, no. 5 (May 16, 2016): 569–98. http://dx.doi.org/10.1108/mrr-02-2014-0040.

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Purpose This study aims to recognize the growing importance of Open Innovation (OI) theory and practice in the broader fields of Management and Information Systems, and focuse on the relationship existing between OI and a firm’s Business Strategy. Hence, the study aims at investigating the multifaceted OI – Strategy nexus at a business level, assessing how OI initiatives influence Strategy within the Mobile Telecommunications Industry and thus contributing to framing and classifying such inherent relationship. Design/methodology/approach A data-driven research approach is used, based on 45 qualitative interviews on firms operating in the Mobile Industry and involved in OI initiatives. Findings Six cross-themes the OI–Strategy relationship in the Mobile Industry revolves around are identified, i.e. OI and Competitive Advantage; OI and Strategic Positioning; OI and Business Models; OI in Networks; OI and Co-opetition; and OI and Resilient Business Advantages. For each theme, examples from the sample of interviewed Mobile firms are organized and reported. The key managerial issues emerging in the attempt to relate OI initiatives and the firm’s overarching Strategy are also underscored and organized in three streams, namely, designing an open business model; achieving competitive advantage through value capture; and nurturing OI as a dynamic capability. Originality/value The proposed reorganization of real-world OI and strategic initiatives in the Mobile Industry, together with the underscoring of key managerial issues, constitutes a comprehensive research agenda or roadmap, with value for both academics and practitioners.

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Almeida, Oliveira, and Cruz. "Paths to Accomplish a Successful Open Innovation 2.0 Strategy." International Journal of Innovation Science 1, no. 3 (November 2009): 131–40. http://dx.doi.org/10.1260/175722209789996205.

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Shi, Xiaoxiao, and Qingpu Zhang. "Inbound open innovation and radical innovation capability." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 581–97. http://dx.doi.org/10.1108/jocm-07-2017-0262.

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Purpose The purpose of this paper is to analyze the impact of inbound open innovation and organizational inertia on radical innovation capability (RIC). It also seeks to explore whether the existence of organizational inertia has a moderating effect and influence on the relationship between inbound open innovation and RIC. Design/methodology/approach In this empirical research, the authors collected sample of patents in smart phone industry over the 2000-2016 period. Then, the authors examined the direct roles of inbound open innovation and organizational inertia, and the moderating role of organizational inertia by using hierarchical regression analysis. Findings Results found that cognitive inertia (CI) has a positive influence on firms’ RIC, but network inertia (NI) has a negative influence on RIC. CI also has a significant moderating effect on the relationship between inbound open innovation and RIC, but NI only has a significant moderating effect on the relationship between open search breadth and RIC. Inbound open innovation directly affects RIC. Research limitations/implications The authors collected the patent data of this study within the single industry and excluded other types of industries. And it may limit the generalization of the findings. Practical implications The paper includes implications for adopting an appropriate open search strategy and developing a better understanding of organizational inertia on firms’ radical innovation behavior. The findings suggest future directions to technology intensive industries for improving their RIC. Originality/value This study contributes to the relationship between organizational inertia and RIC within the framework of inbound open innovation.

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Joachim Breunig, Karl, Tor Helge Aas, and Katja Maria Hydle. "Incentives and performance measures for open innovation practices." Measuring Business Excellence 18, no. 1 (March 11, 2014): 45–54. http://dx.doi.org/10.1108/mbe-10-2013-0049.

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Purpose – To guarantee alignment between ongoing activities and organizational goals, innovation management theory emphasizes management control and explicit innovation strategies as prerequisites for innovation performance. However, the theory on open services innovation emphasizes individual autonomy and incentives to foster open innovations. The aim of this paper is to explore this inconsistency. Design/methodology/approach – An explorative research design involving 25 semi-structured interviews in five large scale-intensive service firms is explored. Scale-intensive service firms are strategically sampled for this study since these firms experience tension between open service innovation characteristics and efforts to standardize. Findings – The authors show how individual autonomy facilitates the internal and external networking required in open innovations. However, individualized incentives do not suffice to motivate, mobilize and direct the collaboration and collective effort needed to ensure successful implementation of open innovation processes. Innovation performance is a collective effort, and the findings suggest that firms' business strategy works as a collective incentive system. Practical implications – The findings imply that firms should not rely on individualized incentives alone to implement open innovation processes successfully. The implementation of more collectively oriented incentives is also necessary to motivate the collective effort required to succeed with open innovation. Originality/value – The study extends previous work and shows how innovation practices are collective efforts that also involve the mobilization of external resources. The incentives observed have an effect on individual behaviour, while performance measures, to a larger degree, cater to the collective level. The authors present three propositions for further empirical investigation.

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Grynko, Tetiana, Tetiana Shevchenko, Roman Pavlov, Vladyslav Shevchenko, and Dariusz Pawliszczy. "The impact of collaboration strategy in the field of innovation on the effectiveness of organizational structure of healthcare institutions." Knowledge and Performance Management 4, no. 1 (December 29, 2020): 37–51. http://dx.doi.org/10.21511/kpm.04(1).2020.04.

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The need for innovative development of healthcare institutions is determined by the necessity to increase the efficiency of organizational processes based on the formation of new models of cooperation, which will make it possible to get access to new technologies and knowledge. The goal of the study is to determine the parameters of the impact of innovative open cooperation strategy and the strategy of innovative closed cooperation of healthcare institutions on the effectiveness of their organizational structure in the context of dissemination and the use of knowledge. Simulation modeling was applied to generate the most effective organizational management structure in the context of innovative cooperation and knowledge exchange within the organizational processes “Inside-out” and “Inside-in”. It is substantiated that the strategies of innovative cooperation “Open Innovation/Closed Innovation” have a significant impact on the organizational structure of management of healthcare institutions in terms of the “degree of centralization” (Dci), “degree of mediation” (Dii), and “degree of centralization of powers” (Dpi). The values of the selected criteria range from 25,52% to 61,50% in the case of Dii, and from 34,53% to 52,63% in the case of Dci, which indicates a higher efficiency of organizational knowledge exchange processes in healthcare institutions, which adhere to the Open Innovation strategy of innovative cooperation. Therefore, there are significant differences in the effectiveness of the management’s organizational structure depending on the degree of openness of innovative cooperation of healthcare institutions. The strategy of innovative openness allows increasing the number and quality of connections in the context of knowledge exchange between the subjects (actors, agents) of the organizational structure (in a broad sense, considering internal and external levels of externality) of healthcare institutions, regardless of the distance between them and the level of similarity.

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Winsor, John, Jin Paik, Mike Tushman, and Karim Lakhani. "Overcoming cultural resistance to open source innovation." Strategy & Leadership 47, no. 6 (November 18, 2019): 28–33. http://dx.doi.org/10.1108/sl-08-2019-0114.

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Sloane, Paul. "The brave new world of open innovation." Strategic Direction 27, no. 5 (April 19, 2011): 3–4. http://dx.doi.org/10.1108/02580541111125725.

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Rufat‐Latre, Jorge, Amy Muller, and Dave Jones. "Delivering on the promise of open innovation." Strategy & Leadership 38, no. 6 (November 9, 2010): 23–28. http://dx.doi.org/10.1108/10878571011088032.

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Bahemia, Hanna. "Implementation of an open innovation strategy for a radical innovation project at Jaguar." Academy of Management Proceedings 2014, no. 1 (January 2014): 13967. http://dx.doi.org/10.5465/ambpp.2014.13967abstract.

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Richard, Elizabeth E., Jeffrey R. Davis, Jin H. Paik, and Karim R. Lakhani. "Sustaining open innovation through a “Center of Excellence”." Strategy & Leadership 47, no. 3 (May 9, 2019): 19–26. http://dx.doi.org/10.1108/sl-02-2019-0031.

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Purpose This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned. Design/methodology/approach This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations. Findings Lessons learned include the importance of grounding innovation initiatives in the business strategy, assessing the portfolio of work to select problems most amenable to solving via crowdsourcing methodology, framing problems that external parties can solve, thinking strategically about early wins, selecting the right platforms, developing criteria for evaluation, and advancing a culture of innovation. Establishing a CoE provides an effective infrastructure to address both technical and cultural issues. Originality/value The NASA experience spanned more than seven years from initial learnings about open innovation concepts to the successful scaling and sustaining of an open innovation program; this paper provides recommendations on how to decrease this timeline to three years.

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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.

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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.

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Journal articles on the topic 'Open innovation strategy'

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