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Journal articles on the topic 'Open innovation'

Author: Grafiati

Published: 4 June 2021

Last updated: 6 July 2024

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1

Boucher, Elodie. "INNOVATIVE LEADERSHIP: NAVIGATING THE PATH OF OPEN INNOVATION MANAGEMENT." International Journal of Economics Finance & Management Science 09, no. 01 (January 2, 2024): 06–11. http://dx.doi.org/10.55640/ijefms-9146.

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This research delves into the realm of managerial innovation, specifically focusing on the art of open innovation management. Titled "Innovative Leadership: Navigating the Path of Open Innovation Management," the study explores how leaders can effectively steer their organizations through the complexities of open innovation. Drawing on a blend of theoretical frameworks, case studies, and practical insights, the research aims to decipher the strategies and approaches that propel successful open innovation initiatives. The findings contribute to the evolving landscape of leadership in the context of fostering innovation through open collaboration.

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2

Bedau, Mark A., Nicholas Gigliotti, Tobias Janssen, Alec Kosik, Ananthan Nambiar, and Norman Packard. "Open-Ended Technological Innovation." Artificial Life 25, no. 1 (April 2019): 33–49. http://dx.doi.org/10.1162/artl_a_00279.

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We detect ongoing innovation in empirical data about human technological innovations. Ongoing technological innovation is a form of open-ended evolution, but it occurs in a nonbiological, cultural population that consists of actual technological innovations that exist in the real world. The change over time of this population of innovations seems to be quite open-ended. We take patented inventions as a proxy for technological innovations and mine public patent records for evidence of the ongoing emergence of technological innovations, and we compare two ways to detect it. One way detects the first instances of predefined patent pigeonholes, specifically the technology classes listed in the United States Patent Classification (USPC). The second way embeds patents in a high-dimensional semantic space and detects the emergence of new patent clusters. After analyzing hundreds of years of patent records, both methods detect the emergence of new kinds of technologies, but clusters are much better at detecting innovations that are unanticipated and undetected by USPC pigeonholes. Our clustering methods generalize to detect unanticipated innovations in other evolving populations that generate ongoing streams of digital data.

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Inauen, Matthias, and Andrea Schenker‐Wicki. "Fostering radical innovations with open innovation." European Journal of Innovation Management 15, no. 2 (April 20, 2012): 212–31. http://dx.doi.org/10.1108/14601061211220986.

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Phillips, J. "Open minds, open innovation." Journal of Intellectual Property Law & Practice 7, no. 1 (December 23, 2011): 1. http://dx.doi.org/10.1093/jiplp/jpr196.

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5

Borges, Renata Simões Guimarães e., and Gilvan Augusto Silva. "Open innovation." Revista Brasileira de Inovação 21 (October 8, 2022): e022019. http://dx.doi.org/10.20396/rbi.v21i00.8665685.

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The objective of this research is to understand how startups and established companies perceive the factors that are critical to the cooperation between them in the context of corporate incubation programs. We interviewed innovation managers, analysts, and project leaders from three large companies and the entrepreneurs of the startups that interacted with these companies. The results show that established companies and startups have different perceptions regarding insufficient dedication to the program and cultural differences, although both considered these factors to constrain the collaboration. Regarding motivation and incentives and autonomy, the findings were to some extent different. Implications include the difference in the perceptions of the startups and employees of the established companies directly involved in the program and the two factors identified as critical—dedication to the program and cultural differences—due to their potential to risk the incubation program. To practitioners, this research offers empirical results that can guide decision-making to manage corporate incubation programs.

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Rao, G. "Open Innovation." PDA Journal of Pharmaceutical Science and Technology 66, no. 6 (November 1, 2012): 501. http://dx.doi.org/10.5731/pdajpst.2012.00896.

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7

Piller, Frank T., Dirk Lüttgens, and Patrick Pollok. "Open Innovation." WiSt - Wirtschaftswissenschaftliches Studium 42, no. 11 (2013): 607–14. http://dx.doi.org/10.15358/0340-1650_2013_11_607.

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8

Hodson, Richard. "Open innovation." Nature 533, no. 7602 (May 2016): S53. http://dx.doi.org/10.1038/533s53a.

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9

Lachmann, Maik, and Hanna Schachel. "Open Innovation." Controlling 31, S (2019): 17–21. http://dx.doi.org/10.15358/0935-0381-2019-s-17.

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10

Maamari, Bassem E., and Alfred Osta. "Open Innovation in R&D." International Journal of Knowledge Management 18, no. 1 (January 2022): 1–11. http://dx.doi.org/10.4018/ijkm.296261.

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Breakthrough innovations are crucial drivers of economic progress, often depending on external knowledge sources to complement internal knowledge. Co-patenting is one way to achieve this by implementing open innovation within research and development. The purpose of this paper is to explore the impact of co-patenting on breakthrough innovations in the pharmaceutical industry. A research question is tested empirically using an archival dataset comprising 866 patents in Pharma. The findings show that co-patenting has a significant positive impact on breakthrough innovations. Short of previous investigation, this paper provides new empirical insights on the open innovation and co-patenting levels, leading to both academic and practical implications on the field.

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Long, Thomas B., and Vincent Blok. "Integrating the management of socio-ethical factors into industry innovation: towards a concept of Open Innovation 2.0." International Food and Agribusiness Management Review 21, no. 4 (April 9, 2018): 463–86. http://dx.doi.org/10.22434/ifamr2017.0040.

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To create a sustainable future, innovations are needed that integrate socio-ethical issues. Responsible innovation provides a method for managing these issues, and tries to ensure that innovation is conducted for and with society. The application of responsible innovation in industry contexts, where many of these innovations are developed, is limited by challenges related to dominant business logics, stakeholder management problems and resource constraints. Open innovation is an approach more commonly employed within industry contexts, which involves activities that overlap with responsible innovation dimensions and practices. This means that open innovation could represent a way to integrate the management of socio-ethical factors into industry contexts in a less disruptive and costly way. This paper explores the extent to which open innovation and responsible innovation overlap and could be compatible. Both open innovation and responsible innovation are reviewed theoretically before an empirical enquiry is launched through semi-structured interviews (n=11) with entrepreneurs developing innovations in the context of climate-smart agriculture in Europe. We find evidence for compatibility between exploratory open innovation activities and dimensions of responsible innovation. Results indicate that the management of socio-ethical issues through open innovation requires sensitivity to ethical issues and a motivation to include ethical considerations strategically in innovation processes. These findings are incorporated into a provisional extended open innovation model for the management of socio-ethical in industry contexts – an Open Innovation 2.0.

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Tsujimura, Manabu. "Enhanced Open Innovation: CMP Innovation to Open New Paradigm." ECS Journal of Solid State Science and Technology 8, no. 5 (2019): P3098—P3105. http://dx.doi.org/10.1149/2.0161905jss.

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13

Borini, Felipe Mendes, Pedro Cortonesi, and Fernanda Ribeiro Cahen. "Reverse open innovation: open innovation as a relevant factor for reverse innovation." International Journal of Innovation and Learning 26, no. 1 (2019): 94. http://dx.doi.org/10.1504/ijil.2019.10021093.

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Cortonesi, Pedro, Fernanda Ribeiro Cahen, and Felipe Mendes Borini. "Reverse open innovation: open innovation as a relevant factor for reverse innovation." International Journal of Innovation and Learning 26, no. 1 (2019): 94. http://dx.doi.org/10.1504/ijil.2019.100523.

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15

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

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

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16

Fitjar, Rune Dahl, Martin Gjelsvik, and Andrés Rodríguez-Pose. "How Open is Open Innovation?" Beta 27, no. 01 (June 18, 2013): 2–21. http://dx.doi.org/10.18261/issn1504-3134-2013-01-01.

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17

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

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

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18

Zachłowski, Patryk. "Models of Commercialization of Innovations in an Open Innovation Process." Olsztyn Economic Journal 17, no. 1 (September 30, 2022): 127–35. http://dx.doi.org/10.31648/oej.8698.

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At present, innovations constitute a key determinant of a competitive position among market entities. Recent years have seen a change in the approach towards innovations and a gradual shift from a closed to an open model of innovation. The changing paradigm of innovation is accompanied by the question how to commercialize about outcomes of open innovation processes. The aim of the present article is to review models of the commercialization of innovations which are applied in innovation processes based on principles typical of the open innovation model.

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19

Brodschii, Marie-Anne. "Cleantech, open innovation." Le journal de l'école de Paris du management 89, no. 3 (2011): 15. http://dx.doi.org/10.3917/jepam.089.0015.

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20

Chesbrough, Henry. "Managing Open Innovation." Research-Technology Management 47, no. 1 (January 2004): 23–26. http://dx.doi.org/10.1080/08956308.2004.11671604.

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21

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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22

Munsch, Kenneth. "Open Model Innovation." Research-Technology Management 52, no. 3 (May 2009): 48–52. http://dx.doi.org/10.1080/08956308.2009.11657568.

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23

Phillips, Jeffrey. "Open Innovation Typology." International Journal of Innovation Science 2, no. 4 (December 2010): 175–83. http://dx.doi.org/10.1260/1757-2223.2.4.175.

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24

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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25

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

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26

Naqshbandi, M. Muzamil, Ibrahim Tabche, and Neetu Choudhary. "Managing open innovation." Management Decision 57, no. 3 (March 11, 2019): 703–23. http://dx.doi.org/10.1108/md-07-2017-0660.

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Purpose The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of employee involvement climate in these relationships is also investigated. Design/methodology/approach The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India. Findings Results reveal that empowering leadership positively affects both types of open innovation. Thus empowering leadership supports followers to seek, integrate and diffuse new ideas and knowledge to improve open innovation outcomes. Further, the mediating role of employee involvement climate is established for empowering leadership-inbound open innovation link. This suggests that an empowering leadership style creates an employee involvement climate that empowers employees and involves them in relevant decision-making which consequently enhances a firms inbound open innovation performance. Research limitations/implications This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings. Originality/value The paper contributes to leadership and open innovation literatures and provides insights into how the practitioners can use an appropriate leadership style to maximize success in the open innovation paradigm. The study is one of the first to empirically shed light on this strand of open innovation research.

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27

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

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

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Gobble, MaryAnne M. "Defining Open Innovation." Research-Technology Management 59, no. 5 (August 26, 2016): 63–67. http://dx.doi.org/10.1080/08956308.2016.1209029.

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29

Höft, Anja, Helmut Kohlert, and Lara Maier. "Open-Innovation-Matrix." zfo 92, no. 5 (2023): 296–304. http://dx.doi.org/10.34156/0722-7485-2023-5-296.

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Seit seiner Begründung durch Henry W. Chesbrough im Jahr 2003 wird Open Innovation eingehend untersucht. Dennoch fehlte bisher eine Übersicht, welche Methoden dieses Ansatzes in der Praxis eingesetzt werden. Neben einer Vielzahl an Methoden gibt es auch etliche Zielgruppen von Open Innovation. Das wirft folgende Fragen auf: Welche Methode sollte eingesetzt werden? Mit welcher Zielgruppe kooperiert man am besten und welches Ergebnis soll erzielt werden? Anhand 185 branchenübergreifender Praxisbeispiele wurde eine Open-Innovation-Matrix (Heat Map) erstellt, welche neben einem Gesamtüberblick über die Methoden und Zielgruppen auch die Häufigkeiten der Anwendungskombinationen aufzeigt. Darüber hinaus wird jede Methode mit dem Innovationsprozess sowie dem zu erwartenden Ergebnis in Beziehung gesetzt. Somit wird eine passgenaue und prozessbezogene Zuordnung für jeden Anwendungsfall in der Praxis aufgezeigt.

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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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Habicht, Hagen, and Kathrin M. Möslein. "Open Innovation Maturity: Ein Reifegradkonzept zum Controlling von Open Innovation." Controlling 23, no. 2 (2011): 91–97. http://dx.doi.org/10.15358/0935-0381-2011-2-91.

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32

Peris-Ortiz, Marta, Carlos Alberto Devece-Carañana, and Antonio Navarro-Garcia. "Organizational learning capability and open innovation." Management Decision 56, no. 6 (June 11, 2018): 1217–31. http://dx.doi.org/10.1108/md-02-2017-0173.

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PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

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Getejanc, Vesna, and Ljiljana Stanojevic. "Open innovations, innovation communities and firm's innovative activities." Megatrend revija 13, no. 3 (2016): 203–26. http://dx.doi.org/10.5937/megrev1603203g.

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Hochleitner, Franciane Paz, Anna Arbussa, and Germa Coenders. "World-First Innovations in an Open Innovation Context." Journal of technology management & innovation 11, no. 3 (2016): 50–58. http://dx.doi.org/10.4067/s0718-27242016000300006.

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Flor, María Luisa, José Luis Blasco Díaz, and María Lidón Lara Ortiz. "Innovation policy instruments through the lens of open innovation. An analysis in the Spanish context." Journal of Evolutionary Studies in Business 5, no. 1 (January 30, 2020): 52–80. http://dx.doi.org/10.1344/jesb2020.1.j068.

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Open innovation (OI) involves the deliberate use of external and internal knowledge flows by organisations in order to accelerate their innovations and expand the markets for the external use of innovations. Despite the relevance of OI for firms’ competitiveness, firms’ abilities to leverage and combine internal and external knowledge flows cannot be taken for granted. In this context, innovation policies can play a crucial role in stimulating firms’ OI strategies. The objective of this research is to examine the degree to which existing public innovation policies promote open innovation by companies. In doing so, we review the set of innovation policy instruments developed by governments within the Spanish national and regional innovation systems and examine the extent to which they support open innovation by companies, either by facilitating firms’ open innovation practices or by acting on the external factors that influence them. Our results show that innovation policies in Spanish national and regional settings partially promote firms’ open innovation, since governments base their actions on the interaction between science, industry and government, sometimes with intermediaries that promote it. We propose the development of instruments to encourage firms to implement open innovation practices in such a way that they complement the existing ones and can fully achieve the benefits associated with open innovation.

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Mubarak, Muhammad Faraz, Suman Tiwari, Monika Petraite, Mobashar Mubarik, and Raja Zuraidah Raja Mohd Rasi. "How Industry 4.0 technologies and open innovation can improve green innovation performance?" Management of Environmental Quality: An International Journal 32, no. 5 (June 8, 2021): 1007–22. http://dx.doi.org/10.1108/meq-11-2020-0266.

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PurposeThis study investigates the impact of Industry 4.0 technologies on green innovation performance. In this relationship, the mediating role of green innovation behavior is also studied. Moreover, open innovation is tested as a mediator between Industry 4.0 technologies and green innovation behavior.Design/methodology/approachA quantitative research method is adopted in which a structured questionnaire was used to collect data from 217 manufacturing firms of Malaysia. After collecting data, the partial least squares-structural equation modeling (PLS-SEM) technique is applied to analyze data and test the hypothesis of study.FindingsIt is found that Industry 4.0 positively impacts open innovation which leads to green innovation behavior. Also, the former lays positive impact on green innovation behavior which leads to improve green innovation performance.Research limitations/implicationsThe authors conclude that Industry 4.0 technologies can play an important role to improve green innovation performance of Malaysian manufacturing firms by managing open innovation for green innovation behavior which further improves the green innovation performance. In this context, it is recommended that strategists and policymakers should undertake the role of open innovation and Industry 4.0 technologies to promote environment-friendly innovations and to promote the green behavior in companies. The authors suggest hereby that firms should be given incentives to adopt and utilize Industry 4.0 technologies and collaborative innovation interactions – as they foster a climate for sustainable green innovations (which is also a key component to achieve competitive advantage) and a growing concern nowadays.Practical implicationsFirst of all the research contributes to achieving the broader of United Nations to promote sustainable innovation through green innovations. Moreover, the companies can also incorporate the findings and insights of this study while devising their policies to foster green innovations.Originality/valueThis research has done the novel contribution by bridging the gap between open innovation approach and sustainability fields while promoting green innovations in small and medium enterprises (SMEs). These two research fields are rarely studied in previous studies by focusing open innovation particularly. Hence, the authors suggest researchers to undertake these fields to further enhance the level of scholarship between innovation management and sustainability. Also, the authors recommend considering technological orientation and technological absorptive capacity of firms to improve green innovations. The current study has investigated the SMEs perspective in general irrespective to their sectoral differences, thus, for future researchers the authors suggest investigating the sector-wise comparison, i.e. electrical and electronics sector, chemical sector, etc.; or service and manufacturing sector differences.

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Kim, Yoomi. "Technological Innovation, the Kyoto Protocol, and Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3 (September 8, 2021): 198. http://dx.doi.org/10.3390/joitmc7030198.

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This study investigates the role of technological innovation in increasing the effectiveness of the Kyoto Protocol in terms of greenhouse gas (GHG) mitigation. Panel data showing the number of patents for climate change mitigation technology as a measure of innovation are obtained from 54 countries for the period 1990–2015 to verify whether technological innovation is effective in reducing GHG emissions and whether it has a significant synergetic relationship with the Kyoto Protocol. The historical trends in the number of patents for climate change mitigation technology reveal a relationship between the Kyoto Protocol and technological innovation and show differences between specific types of mitigation technology. Based on these innovation data, this study conducts two-stage least squares analysis that considers the time-lag effect. The empirical results confirm that mitigation innovations for buildings and the production or processing of goods have a strong positive association with GHG emission reduction. The findings also support the long-term synergetic effect between innovation and participation in the Kyoto Protocol in terms of GHG mitigation. This study contributes to international climate change governance by providing empirical evidence for technological innovation’s role in strengthening the effectiveness of international regimes and implications for promoting open innovation.

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Chernyshova, Taia. "OPEN INNOVATION AS A COMPLEX MECHANISM OF MODERN INNOVATIVE DEVELOPMENT." INNOVATIVE ECONOMY, no. 4 (2023): 125–34. http://dx.doi.org/10.37332/2309-1533.2023.4.18.

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Purpose. The aim of the article is to study the regularities of open innovations in the process of modern innovative development and development of a complex model that explains the cause-and-effect mechanism of the development of open innovations in the multiplicity of their manifestation. Methodology of research. The following research methods were applied to achieve the goal: to identify the essence of the concept of “open innovation” – methods of analysis and synthesis; for the accumulation of disjointed, but causally connected facts, concepts – methods of induction and deduction in their dialectics; for the formulation of theoretical generalizations – the abstract and logical method; for visualization of research results – graphic method; for the definition and classification of approaches to the interpretation of the studied category – the method of systematization. Findings. The essence of the concept of "open innovation" was investigated. The available interpretations of “open innovations” in the economic literature are summarized and the key markers of the analysed concept are identified. The classification of the principles of open innovation was further developed. A matrix of comparison of the properties of related methods of the openness paradigm in the innovation process was obtained. A dynamic system model of the open innovation development mechanism was developed. Originality. The theoretical aspects of innovative development in the open innovation paradigm, which characterize the development of the principle of openness in a variety of related methods, have gained further development. Practical value. The results of the conducted research can be applied to ensure further systematic research of the modern innovation process in the paradigm of open innovation and the formation of effective programs and tools to ensure their development in Ukraine. Key words: open strategy, open innovation process, open innovation, innovative development, crowdsourcing, co-creation, socially responsible marketing.

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

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

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Moretz, Jeff, Karthik Sankaranarayanan, and Jennifer Percival. "Open Innovation in Services? A Conceptual Model of Barriers to Service Innovation Adoption." Journal of Innovation Management 9, no. 4 (February 28, 2022): 58–79. http://dx.doi.org/10.24840/2183-0606_009.004_0004.

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Recently, there has been an increased focus on the service sector as a source for economic growth and development. This is particularly true in the knowledge-based services where the need for innovative service offerings in the global market continues to grow. The open innovation model is one which has been gaining in popularity as the technology continues to improve the ability for global collaborations and partnerships. Currently, little is understood of innovation in the services, and in particular open service innovation. This paper presents an extension of existing models of open innovation focusing on innovation sources and diffusion of open service innovation. Particular attention is paid to the potential barriers to open service innovation in order to demonstrate the additional complexities in managing open service innovations in comparison to their physical good counterparts. The conceptual model provides insight into areas for future research at the individual, meso-, and macro-levels to better understand the factors that influence open services innovation, situations in which open innovation is most practical, and intricacies necessary to support open innovation in services.

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AKINAGA, Hiro. "Open foundry to spur open-innovation." Synthesiology 7, no. 1 (2014): 16–26. http://dx.doi.org/10.5571/synth.7.16.

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AKINAGA, Hiro. "Open foundry to spur open-innovation." Synthesiology English edition 7, no. 1 (2014): 1–11. http://dx.doi.org/10.5571/syntheng.7.1.

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Miroshnychenko, Olga. "THE OPEN INNOVATION CONCEPT: ESSENCE AND PRACTICAL USE." Bulletin of Taras Shevchenko National University of Kyiv. Economics, no. 222 (2023): 88–94. http://dx.doi.org/10.17721/1728-2667.2023/222-1/11.

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Today, the acceleration of globalization processes, the development of the IT sector, the use of artificial intelligence, and the creation of the digital single market change the external environment for innovation, affect the peculiarities of running the business in all sectors of the economy, encourage companies to implement the open innovation strategies and create more effective forms to engage partners in cooperation. The purpose of the paper is to consider the essence of the open innovation concept, the main features of its implementation for the formation of effective channels for interaction with partners, and the selection of effective models of financing for open innovation activity in the era of digital transformation and turbulence. The prerequisites for the emergence, directions of development, and spread of the open innovation concept have been determined. A feature of open innovation activity is the use of a joint approach and the involvement of the collective intelligence of a wide range of participants (partners, clients, representatives of the scientific community, and citizens) to solve a certain problem. The exchange of ideas, information, and knowledge is at the core of the open innovation concept, its core is transparent cooperation between individual participants of the innovation process at various stages of its development. The key aspects of building effective channels of interaction with partners for the implementation of open innovations have been characterized. It has been found that an important role in implementing the open innovation model is played by targeted knowledge flows, which are used both for accelerating innovation processes within the company and for more effective use of innovations in the external environment. It has been determined, that there are appropriate financing models to attract investments for the implementation of open innovations. Venture funds, external accelerators, and spin-offs can be used by large businesses; external business incubators, business angels, startup scouting, crowdfunding, and hackathons – for medium and small businesses.

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CHUNIKHINA, Tetіana, Oksana BIELIAKOVA, Viktoriia DATSENKO, and Halyna CHMERUK. "Strategic management of open innovations." Economics. Finances. Law 3, no. - (April 11, 2022): 26–29. http://dx.doi.org/10.37634/efp.2022.3.6.

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The paper considers the features of theoretical and methodological aspects of strategic management of open innovations. Theoretical and methodological basis of the study are modern theories, concepts, hypotheses of enterprise management. Content analysis used. Methodological and informational basis of the work are scientific works, materials of periodicals, Internet resources. It has been proven that ecosystem management based on open innovations as an opportunity to access additional assets is a priority factor in the company's competitive advantages in world markets. It is emphasized that in the era of digital convergence, the ability of companies to dominate in all activities of the value chain is determined by access to innovation. It is stated that companies that successfully use open innovation are characterized by organizational flexibility in order to restructure existing business models to take into account the peculiarities of open innovation strategies. Unique forms of intellectual property rights, such as modularity, are analyzed. It is determined that dynamic capabilities are the ability of companies to integrate, create and reconfigure internal and external competencies in conditions of uncertainty in the external environment. It is substantiated that the process of "orchestration" of business models includes modification, addition, alienation and harmonization of tangible and intangible assets in the management of business processes of companies. The conceptual scheme of various forms of open innovations according to the model of development of innovative technologies and strategy of intellectual property is constructed. The relationship between dynamic opportunities and open innovations is determined on the basis of three clusters of dynamic opportunities: discovery, capture and transformation. Prospects for further research in this subject area are to focus on assessing the attributes of innovative business processes in order to determine the benefits and limitations of open innovation in the system of strategic management of the latest imperative.

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Myhren, Per, Lars Witell, Anders Gustafsson, and Heiko Gebauer. "Incremental and radical open service innovation." Journal of Services Marketing 32, no. 2 (April 9, 2018): 101–12. http://dx.doi.org/10.1108/jsm-04-2016-0161.

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Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

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Peng, Ling, and Zhongwu Li. "Psychological contract, organizational commitment, and knowledge innovation: A perspective of open innovation." Problems and Perspectives in Management 19, no. 2 (June 30, 2021): 418–32. http://dx.doi.org/10.21511/ppm.19(2).2021.33.

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This paper explores the influence of employee perception of psychological contracts on knowledge innovation from the perspective of open innovation. The purpose is to explore internal factors affecting knowledge innovation through the construction of the SEM model and provide enterprise managers with scientific and effective management methods. The survey sample includes 312 technical and scientific research employees from 16 high-tech enterprises in China. This study adopts a quantitative research method and conducts a questionnaire survey through the subjective sampling method of improbability sampling. Through empirical analysis, the results show that a psychological contract has a significant positive effect on knowledge innovation. Among them, the relational psychological contract is more influential than the transactional one. The influence of the relational psychological contract on organizational commitment is extremely significant; the influence is more than 50%. It reflects the importance that employees attach to the employment relationship. However, the transactional psychological contract has no significant effect on organizational commitment, and organizational commitment plays a partial mediating role. Therefore, enterprises should focus on building mutual trust and friendly employment relationships and implement targeted management strategies and incentives for employees to enhance their ability of knowledge innovation. AcknowledgmentThis study is a part of the research project: Youth Foundation of Ministry of Education of China (19YJC630141).

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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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Janulek, Piotr. "Open innovations and projects of business modelling." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 17, no. 4 (December 2, 2016): 0. http://dx.doi.org/10.5604/18998658.1232701.

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The new era of enterprises existing in the Internet environment requires a deep understanding of the innovation processes. This article explains the results of a research about the influence of the innovations outside the scope of the business modelling role. When configuring a business model, we need to consider the aspect of an innovation and policy of the use of network-outer-open innovations. Inspirations taken outside of the stiff structure, i.e. open innovations which were introduced in 2013 by H. Chesbrough, can be an important source of technological, organisational and marketing innovations. Will they also revolutionise the business model and will they make a contribution to the necessary configuration?

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Kang, Shinhyung, and JungTae Hwang. "An Investigation into the Performance of an Ambidextrously Balanced Innovator and Its Relatedness to Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 5, no. 2 (April 15, 2019): 23. http://dx.doi.org/10.3390/joitmc5020023.

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This study investigated the relationship between open innovation and the radicalness of innovation. The balance between radical and incremental innovation is an essential part of the ambidextrous use of explorative and exploitative strategies, and this study assumed that open innovation is usually interlinked with explorative strategies and is thus related to radical innovation performance. Accordingly, following an empirical investigation, we demonstrate that the balance of open innovation firms is slightly skewed toward explorative radical innovation. Using the Korean version of the community innovation survey, we show that the relative radicalness that is projected on innovation output exhibits an inverted-U curve. Furthermore, the curve shifts based on the level of inbound open innovation. Our results suggest that there is an ambidextrous balance between radical and incremental innovation while implementing open innovation. In addition, the research results imply that firms placing greater weight on explorative radical innovations need to consider in-depth open innovation strategies.

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Fabbri, Julie, Delphine Manceau, and Valérie Moatti. "Enter The Open Innovation Matrix : how to (fully) open innovation processes ?" Gestion 2000 33, no. 4 (2016): 77. http://dx.doi.org/10.3917/g2000.333.0077.

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