Literatura académica sobre el tema "Open Innovation Process"
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Artículos de revistas sobre el tema "Open Innovation Process"
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Niehaves, Bjoern. "Open process innovation". Business Process Management Journal 16, n.º 3 (8 de junio de 2010): 377–93. http://dx.doi.org/10.1108/14637151011049412.
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HUANG, FANG y JOHN RICE. "OPENNESS IN PRODUCT AND PROCESS INNOVATION". International Journal of Innovation Management 16, n.º 04 (18 de julio de 2012): 1250020. http://dx.doi.org/10.1142/s1363919612003812.
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Open innovation has generally been explored in terms of improved innovation performance vis-à-vis product/service innovation performance. However, process innovation is often ignored in the open innovation literature. In this study, we assess the impact of openness on innovation in products/services, and also on process innovation, drawing on a large-scale sample of Australian firms. In essence, we find that open innovation models are useful for firms seeking to innovate in processes as well as products and services. However, we find that openness to external information sources may, after a time, lead to decreasing marginal returns as measured by innovation performance. We also observe that, within our sample, the proposed complementarities between internal and external knowledge are generally only evident as precursors to the introduction of new products and services, and may not be as beneficial in stimulating process innovations. It is also shown by our study that investment in absorptive capacity has a declining marginal effect on the innovation performance of new processes, but not on the introduction of new products and services.
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Mielcarek, Paweł. "Open innovation process – operationalization of the concept". Management Forum 6, n.º 1 (2018): 7–12. http://dx.doi.org/10.15611/mf.2018.1.02.
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Bayona-Saez, Cristina, Claudio Cruz-Cázares, Teresa García-Marco y Mercedes Sánchez García. "Open innovation in the food and beverage industry". Management Decision 55, n.º 3 (18 de abril de 2017): 526–46. http://dx.doi.org/10.1108/md-04-2016-0213.
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Purpose The purpose of this paper is to extend the knowledge into the relationship between open innovation (OI) and firm’s innovative performance. Specifically, the authors aim to determine whether the benefits of OI practices are different for Food and Beverage (FnB) firms as compared to those of other sectors. The FnB industry is relevant in terms of employment GDP generation in the UE, characterised by high integration and low-tech intensity. Design/methodology/approach In order to achieve the goal and obtain robust results, the authors consider four OI dimensions and four innovation performance measures using panel data (2004-2011) from 10,771 FnB and non-FnB firms using Tobit and Logit models by random effects. Findings The authors test and confirm the presence of the classical inverted U-shape relationship between OI and firm innovative performance for FnB and non-FnB companies. However, the optimal number of external sources of knowledge used is lesser for FnB than the rest of the companies. Originality/value The paper compares the OI effects in a traditional and low-tech industry vs other industries considering four innovation outputs (product innovations, process innovations, incremental innovation and radical innovation).
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Buganza, Tommaso y Roberto Verganti. "Open innovation process to inbound knowledge". European Journal of Innovation Management 12, n.º 3 (31 de julio de 2009): 306–25. http://dx.doi.org/10.1108/14601060910974200.
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Curley, Martin. "The Evolution of Open Innovation". Journal of Innovation Management 3, n.º 2 (9 de julio de 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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Kozioł-Nadolna, Katarzyna y Arkadiusz Świadek. "Innovation Process Models With Emphasis on Open Innovation Model". Folia Oeconomica Stetinensia 9, n.º 1 (1 de enero de 2010): 167–78. http://dx.doi.org/10.2478/v10031-010-0007-5.
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Innovation Process Models With Emphasis on Open Innovation ModelThis article presents different models of innovation processes and focuses in particular on the open innovation. The empirical part is based on the findings on the innovation cooperation of enterprises in the EU and OECD (these data, among others, determine the open innovation). At the end of the article there is a case study of Nokia which implements the open innovation in its innovation activity. The aim of this article is to present the paradigm of the open innovation processes. This approach concentrates on sharing knowledge, i.e. making new solutions available to other units by means of e.g. license sale. The open innovation business model takes advantage of both internal and external sources of ideas without a fear that a company's own ideas when transferred to another organization will lead to the company's loss of profits coming from this idea. The formal framework of an organization is just a symbolic one and makes the flow of knowledge between the organization and its environment possible. The enterprises that adopt the open innovation strategy both enthusiastically develop ideas which were created by others as well as make their own ideas available to other organizations that find them more interesting.
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Sachpazidu-Wojcicka, K. "Open Innovation Process via Technology Transfer and Organizational Innovation". EUROPEAN RESEARCH STUDIES JOURNAL XXIII, Issue 1 (1 de febrero de 2020): 52–61. http://dx.doi.org/10.35808/ersj/1535.
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Katzy, Bernhard, Ebru Turgut, Thomas Holzmann y Klaus Sailer. "Innovation intermediaries: a process view on open innovation coordination". Technology Analysis & Strategic Management 25, n.º 3 (marzo de 2013): 295–309. http://dx.doi.org/10.1080/09537325.2013.764982.
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Jokubauskienė, Raminta y Rimgailė Vaitkienė. "Assumptions of Customer Knowledge Enablement in the Open Innovation Process". Economics and Business 31, n.º 1 (28 de agosto de 2017): 55–69. http://dx.doi.org/10.1515/eb-2017-0018.
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Abstract In the scientific literature, open innovation is one of the most effective means to innovate and gain a competitive advantage. In practice, there is a variety of open innovation activities, but, nevertheless, customers stand as the cornerstone in this area, since the customers’ knowledge is one of the most important sources of new knowledge and ideas. Evaluating the context where are the interactions of open innovation and customer knowledge enablement, it is necessary to take into account the importance of customer knowledge management. Increasingly it is highlighted that customers’ knowledge management facilitates the creation of innovations. However, it should be an examination of other factors that influence the open innovation, and, at the same time, customers’ knowledge management. This article presents a theoretical model, which reveals the assumptions of open innovation process and the impact on the firm’s performance.
Tesis sobre el tema "Open Innovation Process"
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Sjödin, David Rönnberg. "Managing open innovation in process industries". Licentiate thesis, Luleå tekniska universitet, Innovation och Design, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-25705.
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The concept of open innovation has received increased attention among practitioners as well as in academia in recent years. It provides a conceptual platform for understanding how external sources of knowledge drive internal growth. In addition, it also addresses the internal configurations needed for managing a more externally oriented innovation process. However, many firms still experience major managerial challenges in trying to adopt the principles of open innovation. The perhaps most important challenge in realizing the potential benefits of open innovation lies in modifying existing innovation activities and processes to incorporate the principles of open innovation, rather than creating something completely new. Therefore, the purpose of this thesis is to study the problems and opportunities arising when firms attempt to integrate open innovation activities within their development processes. Empirically, the results are based on three exploratory case studies within the process industries. In total, this thesis is based on 73 interviews from 2 process firms and 9 equipment suppliers to the process industries. Data was gathered in several different countries, and collectively these firms represent perspectives from Sweden, Norway, Finland, Switzerland, Germany, The Netherlands and The United Kingdom.Three papers are appended with the thesis. Paper I studies the overall challenges of integrating open innovation activities within an existing product development process. The key contribution is the enactment of a practitioner-oriented work model, named the open Stage-Gate model, which exploits the advantages of "openness" while simultaneously capturing the benefits deriving from the systematic and structured approach implied by the Stage-Gate process. Paper II studies a concrete application of open innovation by focusing on the development and installation of new or upgraded process equipment in process plants where collaborative efforts by a process firm and various suppliers of process equipment often are required. The analysis focuses on problems and opportunities in different stages of the equipments lifecycle and finds that the content and the intensity of the collaboration should be tailored to the different stages of the equipment's lifecycle. As such, the conclusions highlight the fact that being totally open in development activities is not always the most suitable option. Instead, different degrees of "openness" may be suitable at different stages. Paper III studies collaboration in the later operational stages of a process equipments lifecycle, from an equipment supplier perspective. The results presented in this paper underscore the importance of collaboration in the operational stages as these stages are critical to facilitate technology transfer and production performance.Godkänd; 2010; 20101216 (davron); LICENTIATSEMINARIUM Ämnesområde: Industriell organisation/Industrial Organisation Examinator: Docent Johan Frishammar, Luleå tekniska universitet Diskutant: Ekonomie doktor Martin Sköld, Handelshögskolan i Stockholm Tid: Fredag den 4 februari 2011 kl 13.00 Plats: A109, Luleå tekniska universitet
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Altmann, Peter y Oskar Kämpe. "AN OPEN INNOVATION APPROACH TO THE RADICAL INNOVATION PROCESS : An Analysis of the Management of the Process of Radical Innovation in an Open Innovation Paradigm". Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-6107.
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This thesis amends some existing theoretical gaps and an overall lack of empirical studies regarding the ways R&D managers can use Open Innovation during the management of the radical innovation processes’ early development phase.Using existing theories, an interview guide and an analytical model was created. These were later used during the gathering and analysis of empirical data. Our sampling involves three of Sweden’s largest companies, representing three distinct industry fields. Interviews took place during April 2010, and all the interviewees were R&D managers with previous experience with Open Innovation and radical innovation.The results reveal that the managers do use Open Innovation when managing radical innovation, and point to both benefits and issues brought about by using Open Innovation during this process. The use of Open Innovation during the management of radical innovation can be divided into two main aspects; the actual extent to which it is used, and the ways the managers use it. Our results reveal that the extent varies from an early peak, an in between Open Innovation chasm and a final increase. Furthermore, our studies also show that the main ways the managers use OI are; exploitation and creation of revenue streams, knowledge leveraging and integration, and finally to create superior products using broad knowledge networks.
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Ferguson, Jennifer y Merja Ukkonen. "Adopting Open Innovation : A New Framework for the Analysis of the Open Innovation Adoption Process". Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-78745.
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Background: The term Open Innovation describes a phenomenon where organizations are no longer solely relying on internal R&D to innovate technologies that they then would bring to market. Instead, firms are looking outside for ideas or working with other organizations to develop technologies in order to capitalize on efficiencies of existing knowledge, reduce investment risks and increase speed to market. We identified a need to analyze the existing open innovation adoption frameworks in order to track similarities and differences so that we could create a new framework which is more comprehensive. Purpose: The purpose of this thesis is to create a framework for the analysis of the open innovation adoption process which is based on organizational change and other relevant streams of research. In order to do this we were to find answers to the following research questions: 1) How can organizational change theory be used to analyze the movement from a closed to open innovation strategy? 2) In addition to organizational change theory, which research streams should be considered when analyzing the open innovation adoption process? 3) To what extent does our new framework provide an adequate foundation for analyzing the open innovation adoption process at SCA Hygiene Products? Results: Our new framework is meant for the analysis of open innovation adoption process. The framework helps researchers to analyze how different organizations have adopted open innovation based on the four research streams that we have analyzed. Our framework includes aspects of organizational change theory, knowledge management, networks and managerial roles. Key Words: open innovation adoption, organizational change, knowledge management, networks, SCA
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Allander, Sofie y Robin Sandberg. "Open Innovation inom offentlig förvaltning". Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-18375.
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Open Innovation är ett relativt nytt arbetssätt som innebär att organisationer tar in extern kunskap med syftet att utveckla interna processer och vidga den egna kompetensen. Studien utgår ifrån ett kvalitativt perspektiv där relevanta teorier hämtats ifrån tryckt litteratur, vetenskapliga artiklar samt empiri som består av en omvärldsanalys samt intervjustudie med ett antal individer med varierande kunskap inom områdena; Open Innovation samt medborgardialog kopplat till offentlig förvaltning. Det framkom i studien att faktorer som transparens, verktyg samt process är viktiga byggstenar i en Open Innovation-process. Utifrån studien har författarna tagit fram en metod som skall synliggöra hur de olika områdena samverkar med varandra och vilka verktyg som kan tillämpas i processen (se nedan). Författarna fann genom studien att hanteringen utav de idéer och förslag som hämtas från Open Innovation-processer är den viktigaste delen i processen. Utan en bra hantering utav förslagen tappar Open Innovation-processen sitt värde och förtroendet för förhållningssättet tappas.
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Calcagno, Sofía. "Integrating open innovation in the social innovation process: an exploratory study". reponame:Repositório Institucional do FGV, 2013. http://hdl.handle.net/10438/11303.
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Innovation has become a more complex and dynamic phenomenon with the shift from the industry-based innovation paradigm, where the stress was put on product and process innovation for business, to a knowledge-based paradigm, where it can take many different shapes. Moreover, knowledge and expertise are no longer considered as being the monopoly of the R&D department of the firm. This brought some changes in innovation practices, that became more open and led firms to increasingly interact with their environment. In another concern, technological innovation, that is meant to bring value to the firm, has proved its limits for solving social problems like global warming, that are becoming more pressing. Of course, new technology has the capacity of improving people’s living standards, but is not sufficient. This is where some other kind of innovation, driven by the maximisation of its positive impact intervenes: social innovation. These two paradigms for innovation, more suitable than older ones to today’s challenges, have some convergence points regarding their integration within an outside environment: society and other innovation actors. However, little has been written concerning the links and interactions between these two innovation models. This research studies the integration of these two models through an exploratory study, during which 11 social organisation leaders were submitted to in-depth interviews. Social initiatives seem to be more likely to attract outside parties to cooperate with them, as they appear as selfless, unlike private initiatives. They seem to integrate these people and look for extra help, especially when scaling up. Even if some organisations see the institutionalisation of open innovation as a priority, others see it as secondary, or simply do not know how to do it. This results in a rather informal collaboration, that is not focused on research and development, a practice that nearly none of the firms in the sample had.
Inovação tem se tornado um fenômeno cada vez mais complexo e dinâmico, com a mudança de um paradigma focado na inovação industrial, onde a inovação acontecia no produto ou no processo de fabricação, para outro baseado no conhecimento, muito mais amplo. Além disso, o conhecimento e a competência técnica não são mais considerados como um monopólio do departamento de pesquisa e desenvolvimento. Isto trouxe mudanças nas práticas de inovação, que se tornaram mais abertas e levaram as empresas a interagir cada vez mais com o seu ambiente. Por outro lado, a inovação tecnológica, cujo primeiro objetivo é de criar valor para a empresa, tem experimentado alguns limites para resolver problemas sociais, como o aquecimento global. As novas tecnologias têm a capacidade de melhorar a qualidade de vida de muita gente, mas não é suficiente. É nesse contexto que surge outro tipo de inovação, cujo objetivo é de maximizar o impacto positivo na sociedade: a inovação social. Estes dois paradigmas de inovação, mais adequados aos desafios atuais, têm alguns pontos em comum na sua integração com o ambiente externo: a sociedade e outros atores da inovação. No entanto, praticamente não existem estudos integrando inovação aberta e inovação social. Este trabalho estuda a integração destes dois modelos a partir de uma pesquisa exploratória, realizando entrevistas em profundidade com 11 dirigentes de organizações sociais. As iniciativas sociais parecem atrair mais organizações externas para colaborar do que empresas com fins lucrativos, já que são mais altruístas. Parecem integrar essas pessoas e procurar por mais ajuda, especialmente no momento de escalar o negócio. Ainda que algumas organizações têm como prioridade institucionalizar a inovação aberta, outras veem isto como secundário ou simplesmente não sabem como fazer. Isto resulta em uma colaboração mais informal, que não é focada em atividades de pesquisa e desenvolvimento, prática ausente nas empresas da nossa amostra.
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Folea, Ligia. "Integrating open innovation in the strategic planning process". St. Gallen, 2009. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/07601388001/$FILE/07601388001.pdf.
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Marais, Stephan. "The definition and development of open innovation models to assist the innovation process". Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/2891.
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Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2010.ENGLISH ABSTRACT: Organisations are continuously striving to attain and maintain a competitive advantage over their peers. The innovation process provides an excellent vehicle for driving this sustained quest for competitiveness, whether on product, process or strategic level. However, in reality the increased availability and adoption of technology force organisations to increase the speed and effectiveness of their innovation processes to match not only those of their competitors, but to deal with the ever-increasing power of the individual – the empowered, consuming, producing “prosumer”. The innovation process itself should therefore undergo dramatic alterations to cope with – and include – these empowered prosumers. It is for this reason that the evolution of the innovation process has undergone changes, and is now moving towards the notion of Open Innovation. Although Open Innovation has been adopted by various organisations, it was found that a wellformulated, standardised set of Open Innovation models is lacking from existing literature. This research bridges the gap between the previous innovation models and the notion of an open approach to internal innovation, to improve the speed and effectiveness of the innovation process. It does this by investigating two primary research fields: innovation and Open Innovation, and then merging the two fields to provide a standardised framework to incorporate Open Innovation in the standard innovation process. The fundamentals of innovation are investigated, whereafter the focus moves to understanding a specific, existing innovation process framework, the Fugle Innovation Process Model. The second field (Open Innovation) is introduced, whereafter various literature sources (real-life examples, case studies and interviews) are used to develop (categorise, define and describe) five standard Open Innovation models. The five developed Open Innovation models are then allocated to the investigated, standard innovation process, according to what is needed in that particular phase of the innovation process and the beneficial offerings of each Open Innovation model. The allocated models therefore provide a potential substitute for the existing internal activity associated with each of the specific phases. The result is an existing innovation process model, populated with implementable Open Innovation models to increase not only the value of the innovation process model, but also the value to organisations who wish to deploy Open Innovation.
AFRIKAANSE OPSOMMING: Maatskappye is voortdurend besig om ’n mededingende voordeel bo hulle mededingers te probeer verkry en te handhaaf. Die innovasieproses bied ’n uitstekende metode om hierdie doel na te streef, hetsy op produk-, proses- of strategiese vlak. Die realiteit is egter dat die tempo waarmee tegnologie aangeneem en aanvaar word, en sodoende vrylik gebruik word, konstant toeneem. Dit dwing maatskappye om die spoed en effektiwiteit van hulle innovasieproses volhoubaar te verbeter, nie net om by te hou by hulle mededingers nie, maar ook om die maatskappy korrek te posisioneer ten opsigte van die moderne, bemagtigde verbruiker. Die innovasieproses moet dus self ’n gedaanteverwisseling ondergaan om ruimte te bied vir die insluiting van hierdie bemagtigde verbruikers. Daarom verander die evolusionêre progressie van die innovasieproses voortdurend en is dit besig om in die rigting van “Oop Innovasie” te beweeg. Alhoewel Oop Innovasie reeds deur verskeie maatskappye toegepas word, is daar gevind dat goed geformuleerde, standaard-, implementeerbare prosesse (of modelle) steeds in die literatuur ontbreek. Hierdie navorsings oorbrug dus die leemte tussen die meer konvensionele “geslote innovasie” en die nuwerwetse neiging na “Oop Innovasie”, om sodoende die spoed en effektiwiteit van die interne innovasieproses te verbeter. Dit word bereik deur die twee kernnavorsingsvelde te ondersoek: innovasie en Oop Innovasie, en dan die twee velde te kombineer om ’n gestandaardiseerde model te skep wat Oop Innovasie by die standaard-innovasieproses insluit. Die metodiek fokus eerstens op die kernaspekte van innovasie om ’n beter begrip van die veld te ontwikkel. Daarna verskuif die klem na die beskrywing van ’n reeds bestaande innovasieprosesmodel, die Fugle-innovasieprosesmodel. Hierna word Oop Innovasie bekend gestel, waarna vyf implementeerbare Oop Innovasie-modelle ontwikkel word aan die hand van verskeie werklike voorbeelde, gevallestudies en onderhoude, om sodoende die modelle te groepeer, te definieer en te beskryf (voordele, nadele en vereistes). Die vyf Oop Innovasie-modelle word hierna toegedeel aan die verskillende fases van die innovasieprosesmodel deur ’n vergelyking te tref tussen die behoeftes van elk van die fases en die proposisie wat elk van die Oop Innovasie-modelle bied. Die resultaat is dus ’n bestaande innovasieprosesmodel waarvan die waarde verhoog is deur die insluiting van implementeerbare Oop Innovasie-modelle. Dit voeg waarde toe vir organisasies wat graag ’n Oop Innovasieproses wil instel.
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Diener, Kathleen [Verfasser]. "Organizing collaborative innovation : studying the process of intermediaries for open innovation / Kathleen Diener". Aachen : Hochschulbibliothek der Rheinisch-Westfälischen Technischen Hochschule Aachen, 2015. http://d-nb.info/1076684610/34.
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Van, der Walt Johannes Jacobus Adriaan. "Knowledge roles and flows in open innovation". Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/95889.
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Thesis (MScEng)--Stellenbosch University, 2014.ENGLISH ABSTRACT: Companies are under constant pressure to stay competitive in order to survive in an ever changing market. It is important for companies to stay ahead of the market and to ensure that any window of opportunity is exploited with maximum benefit to the company. Innovation is regarded as a tool that provides companies with a competitive advantage and that ensures sustainability and success. Organisations need to enhance their innovative capabilities to ensure growth and sustainability. Knowledge can be seen as the building blocks of innovation. Innovation and knowledge management are, therefore, tightly linked. Knowledge generation can be very costly and is sometimes found to be limited in organisations. When internal knowledge is insufficient in an organisation, external knowledge can be utilized by means of innovation networks between different organisations which share common goals. By knowledge being shared between organisations, not only will each organisation benefit individually, but it will also help the partners and strategic alliances to evolve and grow in stature. Required knowledge can be generated internally and can also be extracted from different organisations by means of open innovation. Open innovation sets the scene for knowledge to flow across organisational boundaries and enlarges the creative knowledge capacity and knowledge pool. The flow of knowledge should be governed by knowledge management. The research in this study bridges the gap between the previous innovation models and the notion of an open approach to internal innovation, which improves the speed and effectiveness of the innovation process. The fundamentals of innovation had been investigated, where after the focus moved to understanding a specific and existing innovation process framework, named the FuGle Innovation Process Model. The tracking of knowledge in Open Innovation Models assigned to the FuGle Innovation Process Model, leads to the proposed change of converting Innovation role players to function in an Open Innovation paradigm. By understanding the responsibilities of the role players and the intricacies of controlling the flow of different types of knowledge between interlinked companies, will provide an organisation with the opportunity to deploy an Open Innovation approach at appropriate points within their different processes. This will assist the organisation to stay competitive in an ever fluctuating market.
AFRIKAANSE OPSOMMING: Maatskappye is onder konstante druk om kompeterend te wees en om te verseker dat hulle in ‘n veranderende omgewing kan oorleef. Innovasie word beskou as ‘n hulpmiddel en instrument wat maatskappye kan voorsien van ‘n kompeterende voordeel wat volgehoue sukses kan verseker. Maatskappye behoort hulle innoverende vermoëns uit te bou om groei en volhoubaarheid te verseker. Kennis kan gesien word as die boustene van innovering. Innovasie en kennisbestuur is dus stewig met mekaar verbind. Die verkryging van kennis kan organisasies duur te staan kom en daarom is kennis binne organisasies somtyds beperk. Wanneer interne kennis in ‘n organisasie beperk is, kan van ‘n innoverende netwerk gebruik gemaak word om eksterne kennis tussen verskillende organisies wat na diesefde doel streef met mekaar te deel. Dit kan gesien word as innoverend om kennis tussen organiasies te deel. Wanneer kennis tussen organisasies gedeel word, sal nie alleenlik die enkele organisasie daarby baatvind nie, maar ook die ander organisasie en selfs vennote en alliansies van die organisasie sal ontwikkel en in statuur groei. Noodsaaklike kennis kan intern verkry word en kan ook deur middel van verskillende organisasies deur die proses van Oop Innovasie verkry word. Oop Innovasie dek die tafel vir die vloei van kennis oor organisatoriese grense heen wat die kreatiewe kenniskapasiteit en die kennispoel vergroot. Die navorsing in die studie oorbrug die gaping tussen die vorige innovasie modelle en die gedagte van ‘n oop benadering tot interne innovasie wat die spoed en effektiwiteit van die innovasieproses sal verbeter. Die grondslag van innovasie is eers ondersoek, waarna die fokus verskuif het na die begrip van ‘n spesifieke innovasie proses, naamlik die FuGle Innovasie Proses Model. Die navolging van die vloei van kennis in die Oop Innovasie Modelle wat toegedig is aan die FuGle Innovasie Proses Model, het gelei tot die voorgestelse verandering om die rolle van die innovasie rolspelers te verander sodat hulle beter kan funksioneer binne ‘n Oop Innovasie paradigma. n’ Begrip van die verantwoordelikhede van , rolspelers en die ingewikkelde kontrole oor die vloei van kennis tussen die organisasies, verskaf aan die organisasie die geleentheid om ‘n Oop Innovasie benadering op gepaste punte binne die onderskeie prosesse binne die organisasie te ontplooi. Hierdie stap sal die organisasie behulpsaam wees om kompeterend te bly binne ‘n veranderende mark.
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Karamitsios, Achilleas. "Open Innovation in EVs: A Case Study of Tesla Motors". Thesis, KTH, Entreprenörskap och Innovation, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124518.
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This study examines the topic of open innovation in EVs. Initially a brief description of the concept of innovation and open innovation is carried out. Moreover, the three processes of open innovation are deployed while the coupled process is described in more detail. Furthermore, a short description is also given for corporate entrepreneurship, alliances, and the U.S. government policy. Also, this report considers Tesla Motors’ partnerships as a case study and it aims to give an insight of how the coupled process of open innovation is. Concluding, Tesla Motors follows the coupled innovation process by establishing strategic partnerships.
Libros sobre el tema "Open Innovation Process"
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Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro y Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.
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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.
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Ranieri, Maria, ed. Risorse educative aperte e sperimentazione didattica. Florence: Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-194-2.
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The book proposes an open and collaborative approach to the production of digital teaching contents and to teachers' professional development. Starting from an initial excursus on the undertakings of the Open Educational Resources movement and on the value of collaboration in and among schools, it deals with the topic of teacher training as a back-up to innovation processes, with particular reference to multimedia whiteboards. The theoretical reflection is integrated with the results of the AMELIS biennial project, carried out alongside a network of schools within the Innovascuola (2008-10) framework, and with a presentation of the digital teaching resources produced by the network. Completing the volume, these resources are also available on-line in the form of files and multimedia materials. Conveying the wealth of the experience, they offer teachers and educators useful resources for their teaching activities.
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Horn, Christian, Marcel Bogers y Alexander Brem*. Prediction Markets for Crowdsourcing. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0012.
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Crowdsourcing is an increasingly important phenomenon that is fundamentally changing how companies create and capture value. There are still important questions with respect to how crowdsourcing works and can be applied in practice, especially in business practice. In this chapter, we focus on prediction markets as a mechanism and tool to tap into a crowd in the early stages of an innovation process. The act of opening up to external knowledge sources is also in line with the growing interest in open innovation. One example of a prediction market, a virtual stock market, is applied to open innovation through an online platform. We show that use of mechanisms of internal crowdsourcing with prediction markets can outperform use of external crowds.
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T, Acuna Silvia y Sánchez-Segura Maria Isabel 1971-, eds. New trends in software process modeling. New Jersey: World Scientific Pub. Co., 2006.
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Trepulė, Elena, Airina Volungevičienė, Margarita Teresevičienė, Estela Daukšienė, Rasa Greenspon, Giedrė Tamoliūnė, Marius Šadauskas y Gintarė Vaitonytė. Guidelines for open and online learning assessment and recognition with reference to the National and European qualification framework: micro-credentials as a proposal for tuning and transparency. Vytauto Didžiojo universitetas, 2021. http://dx.doi.org/10.7220/9786094674792.
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These Guidelines are one of the results of the four-year research project “Open Online Learning for Digital and Networked Society” (2017-2021). The project objective was to enable university teachers to design open and online learning through open and online learning curriculum and environment applying learning analytics as a metacognitive tool and creating open and online learning assessment and recognition practices, responding to the needs of digital and networked society. The research of the project resulted in 10 scientific publications and 2 studies prepared by Vytautas Magnus university Institute of Innovative Studies research team in collaboration with their international research partners from Germany, Spain and Portugal. The final stage of the research attempted creating open and online learning assessment and recognition practices, responding to the learner needs in contemporary digital and networked society. The need for open learning recognition has been increasing during the recent decade while the developments of open learning related to the Covid 19 pandemics have dramatically increased the need for systematic and high-quality assessment and recognition of learning acquired online. The given time also relates to the increased need to offer micro-credentials to learners, as well as a rising need for universities to prepare for micro-credentialization and issue new digital credentials to learners who are regular students, as well as adult learners joining for single courses. The increased need of all labour - market participants for frequent and fast renewal of competences requires a well working and easy to use system of open learning assessment and recognition. For learners, it is critical that the micro-credentials are well linked to national and European qualification frameworks, as well as European digital credential infrastructures (e.g., Europass and similar). For employers, it is important to receive requested quality information that is encrypted in the metadata of the credential. While for universities, there is the need to properly prepare institutional digital infrastructure, organizational procedures, descriptions of open learning opportunities and virtual learning environments to share, import and export the meta-data easily and seamlessly through European Digital Hub service infrastructures, as well as ensure that academic and administrative staff has digital competencies to design, issue and recognise open learning through digital and micro-credentials. The first chapter of the Guidelines provides a background view of the European Qualification Framework and National Qualification frameworks for the further system of gaining, stacking and modelling further qualifications through open online learning. The second chapter suggests the review of current European policy papers and consultations on the establishment of micro-credentials in European higher education. The findings of the report of micro-credentials higher education consultation group “European Approach to Micro-credentials” is shortly introduced, as well as important policy discussions taking place. Responding to the Rome Bologna Comunique 2020, where the ministers responsible for higher education agreed to support lifelong learning through issuing micro-credentials, a joint endeavour of DG Employment, Social Affairs and Inclusion and DG Research and Innovation resulted in one of the most important political documents highlighting the potential of micro-credentials towards economic, social and education innovations. The consultation group of experts from the Member States defined the approach to micro-credentials to facilitate their validation, recognition and portability, as well as to foster a larger uptake to support individual learning in any subject area and at any stage of life or career. The Consultation Group also suggested further urgent topics to be discussed, including the storage, data exchange, portability, and data standards of micro-credentials and proposed EU Standard of constitutive elements of micro-credentials. The third chapter is devoted to the institutional readiness to issue and to recognize digital and micro-credentials. Universities need strategic decisions and procedures ready to be enacted for assessment of open learning and issuing micro-credentials. The administrative and academic staff needs to be aware and confident to follow these procedures while keeping the quality assurance procedures in place, as well. The process needs to include increasing teacher awareness in the processes of open learning assessment and the role of micro-credentials for the competitiveness of lifelong learners in general. When the strategic documents and procedures to assess open learning are in place and the staff is ready and well aware of the processes, the description of the courses and the virtual learning environment needs to be prepared to provide the necessary metadata for the assessment of open learning and issuing of micro-credentials. Different innovation-driven projects offer solutions: OEPass developed a pilot Learning Passport, based on European Diploma Supplement, MicroHE developed a portal Credentify for displaying, verifying and sharing micro-credential data. Credentify platform is using Blockchain technology and is developed to comply with European Qualifications Framework. Institutions, willing to join Credentify platform, should make strategic discussions to apply micro-credential metadata standards. The ECCOE project building on outcomes of OEPass and MicroHE offers an all-encompassing set of quality descriptors for credentials and the descriptions of learning opportunities in higher education. The third chapter also describes the requirements for university structures to interact with the Europass digital credentials infrastructure. In 2020, European Commission launched a new Europass platform with Digital Credential Infrastructure in place. Higher education institutions issuing micro-credentials linked to Europass digital credentials infrastructure may offer added value for the learners and can increase reliability and fraud-resistant information for the employers. However, before using Europass Digital Credentials, universities should fulfil the necessary preconditions that include obtaining a qualified electronic seal, installing additional software and preparing the necessary data templates. Moreover, the virtual learning environment needs to be prepared to export learning outcomes to a digital credential, maintaining and securing learner authentication. Open learning opportunity descriptions also need to be adjusted to transfer and match information for the credential meta-data. The Fourth chapter illustrates how digital badges as a type of micro-credentials in open online learning assessment may be used in higher education to create added value for the learners and employers. An adequately provided metadata allows using digital badges as a valuable tool for recognition in all learning settings, including formal, non-formal and informal.
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Read, John y Peter Stacey. Guidelines for Open Pit Slope Design. CSIRO Publishing, 2009. http://dx.doi.org/10.1071/9780643101104.
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Guidelines for Open Pit Slope Design is a comprehensive account of the open pit slope design process. Created as an outcome of the Large Open Pit (LOP) project, an international research and technology transfer project on rock slope stability in open pit mines, this book provides an up-to-date compendium of knowledge of the slope design processes that should be followed and the tools that are available to aid slope design practitioners.
This book links innovative mining geomechanics research into the strength of closely jointed rock masses with the most recent advances in numerical modelling, creating more effective ways for predicting rock slope stability and reliability in open pit mines. It sets out the key elements of slope design, the required levels of effort and the acceptance criteria that are needed to satisfy best practice with respect to pit slope investigation, design, implementation and performance monitoring.
Guidelines for Open Pit Slope Design comprises 14 chapters that directly follow the life of mine sequence from project commencement through to closure. It includes: information on gathering all of the field data that is required to create a 3D model of the geotechnical conditions at a mine site; how data is collated and used to design the walls of the open pit; how the design is implemented; up-to-date procedures for wall control and performance assessment, including limits blasting, scaling, slope support and slope monitoring; and how formal risk management procedures can be applied to each stage of the process.
This book will assist in meeting stakeholder requirements for pit slopes that are stable, in regards to safety, ore recovery and financial return, for the required life of the mine.
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Šundić, Milica y Karl-Heinz Leitner. Co-Creation from a Telecommunication Provider’s Perspective. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0010.
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Recently, a number of co-creation approaches and techniques have been proposed for supporting innovation processes. These range from traditionally organized ideation workshops within an organization, to implementation of open innovation methods that allow the involvement of various external and globally distributed partners. Particularly in dynamic and emerging industries, innovation seems necessary, with both closed and open approaches being applied. This chapter provides an empirical study on idea contests with customers and employees of a large telecommunications provider in Austria, and provides insight into the commercial feasibility of ideas, their origin, and likelihood, as well as how social media tools support community building during idea generation. Aiming at developing basic managerial implications on how to apply crowdsourcing effectively, we compare the outcomes of open, semi-open, and closed co-creation approaches, and discuss the importance of lead users and idea-sponsors. We find evidence for offline community building and other aspects supporting organizational crowdsourcing.
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New Trends in Software Process Modelling (Software Engineering and Knowledge Engineering) (Series on Software Engineering and Knowledge Engineering). World Scientific Publishing Company, 2006.
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de Saille, Stevienna, Fabien Medvecky, Michiel Van Oudheusden, Kevin Albertson, Effie Amanatidou, Timothy Birabi y Mario Pansera. Responsibility Beyond Growth. Policy Press, 2020. http://dx.doi.org/10.1332/policypress/9781529208177.001.0001.
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Innovation is generally considered to be the antidote to economic stagnation. But while the coupling of ‘responsible' and 'innovation’ has been much discussed, that of 'responsible stagnation' has gone largely unexplored. In this book, we take this concept seriously as a means to question the political economy of science, technology and innovation, both as policy and as process, and the problems which arise from unquestioned emphasis on innovation as the means to increase GDP. The book argues that examining what 'responsible stagnation' might contribute opens new space in the growing global discussion about RI, incorporating innovation in non-market oriented processes, goods and services which have strong societal benefit but do not necessarily contribute to GDP. It examines the conundrum of diminishing productivity returns and increased environmental and social hazards associated with attempts to increase GDP, and how taking a growth-agnostic approach contributes to recalibrating innovation around responsibility as its focal point. Drawing on insights from ecological and steady state economics, Science and Technology Studies, and social innovation across the world, this interdisciplinary group of scholars questions how the growth paradigm shapes and limits the innovation space, and how decoupling innovation from growth points toward myriad possibilities for facilitating human well-being in more environmentally and socially responsible ways.
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Crawford, Margo Natalie. The Counter-Literacy of Black Mixed Media. University of Illinois Press, 2018. http://dx.doi.org/10.5406/illinois/9780252041006.003.0004.
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The third chapter brings the mixed media of the BAM and the 21st century together as Crawford shows that black art, after the Black Arts Movement, continues to create an alternative way of approaching art as process, not as object. The first part of this chapter shapes this process-oriented counter-literacy around the Black Arts Movement textual productions of the black book as the open book. She explores the openness of word and image texts and argues that they produce the lack of closure of black post-blackness. Through the text paintings of Glenn Ligon and the word and image books of Amiri Baraka, June Jordan, John Keene, Christopher Stackhouse, and others, this chapter unveils the unbound nature of mixed media as one of the most innovative legacies of the Black Arts Movement.
Capítulos de libros sobre el tema "Open Innovation Process"
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Bürgermeister, Markus. "Innovation Process: Flexible, Open, Non-linear". En Innovation Management by Promoting the Informal, 41–62. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28015-3_4.
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Bijaoui, Ilan. "Entrepreneurial Process". En The Open Incubator Model: Entrepreneurship, Open Innovation, and Economic Development in the Periphery, 12–33. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137492401_2.
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Shukla, Shantam y Shashwat Shukla. "Innovation Trajectories: When to Open and Close the Innovation Process". En The Palgrave Handbook of Workplace Innovation, 223–41. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59916-4_12.
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Woitsch, Robert y Wilfrid Utz. "Business Process as a Service (BPaaS)". En Open and Big Data Management and Innovation, 435–40. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-25013-7_35.
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Pourshahid, Alireza, Gunter Mussbacher, Daniel Amyot y Michael Weiss. "An Aspect-Oriented Framework for Business Process Improvement". En E-Technologies: Innovation in an Open World, 290–305. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-01187-0_25.
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Hallerstede, Stefan H. "The OIP design process from a socio-technical perspective". En Managing the Lifecycle of Open Innovation Platforms, 165–69. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-02508-3_16.
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Sigfridsson, Anders, Gabriela Avram, Anne Sheehan y Daniel K. Sullivan. "Sprint-driven development: working, learning and the process of enculturation in the PyPy community". En Open Source Development, Adoption and Innovation, 133–46. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-72486-7_11.
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Bruhn, Manfred y Grit Mareike Ahlers. "An Integrated Approach to Communications in the Open Innovation Process". En Strategies and Communications for Innovations, 133–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-17223-6_10.
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Zafar, Afnan. "The Openness of Open Innovation in the Product Development Process". En Advances in Intelligent Systems and Computing, 685–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68017-6_101.
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Vieri, Marco, Daniele Sarri, Stefania Lombardo, Marco Rimediotti, Riccardo Lisci, Valentina De Pascale, Eleonora Salvini, Carolina Perna y Andrea Pagliai. "Innovation Processes". En Manuali – Scienze Tecnologiche, 54. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-044-3.54.
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Research and innovation deployment requires skills and time. Innovation is a process that permits to companies and groups to adapt to social, economic and environmental changes. There are different approach to innovation. Some companies prefer to keep innovation place within the company boundaries, (closed innovation), meanwhile others companies have an open innovation approach, so they activate innovation towards a continuous internal and external exchange. This kind of approach see this roots in an open and fluid management of knowledge and know how between all the stakeholders. There are many place for innovation, i.e. the FabLab global network, in which inventors of each sort share ideas, time, space and knowledge.
Actas de conferencias sobre el tema "Open Innovation Process"
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Huber, Sebastian, Peter Schott y Matthias Lederer. "Adaptive open innovation". En S-BPM ONE '15: 7th International Conference on Subject-Oriented Business Process Management. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2723839.2723853.
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Kishida, Kouichi. "Process model for open innovation". En ICSSP '15: International Conference on Software and Systems Process 2015. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2785592.2795364.
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Linåker, Johan, Björn Regnell y Hussan Munir. "Requirements engineering in open innovation: a research agenda". En ICSSP '15: International Conference on Software and Systems Process 2015. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2785592.2795370.
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Mattos, Claudia Aparecida de, Kumiko Oshio Kissimoto y Fernando José Barbin Laurindo. "Integrating Crowdsourcing platforms into the Open Innovation process". En 13th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2016. http://dx.doi.org/10.5748/9788599693124-13contecsi/ps-3823.
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Pokrovskaya, O. D. "“Terminal Network” Digital Platform As An Open Process Innovation". En 18th International Scientific Conference “Problems of Enterprise Development: Theory and Practice”. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.04.98.
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Huhtamäki, Jukka, Ville Luotonen, Ville Kairamo, Kaisa Still y Martha G. Russell. "Process for Measuring and Visualizing an Open Innovation Platform". En International Conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2523429.2523478.
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Amponsah, Christian Tabi. "OPEN INNOVATION: AN ASSESSMENT OF CRITICAL SUCCESS FACTORS USING ANALYTIC HIERARCHY PROCESS". En The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2018. http://dx.doi.org/10.13033/isahp.y2018.041.
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Seidel, Claudius E., Basanta E. P. Thapa, Ralf Plattfaut y Björn Niehaves. "Selective crowdsourcing for open process innovation in the public sector". En ICEGOV '13: 7th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2013. http://dx.doi.org/10.1145/2591888.2591899.
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Kurniawati, A., F. Ramadhan, R. P. Soesanto y I. I. Wiratmadja. "Open Innovation for Course Development Process Using Simulation-based Programming". En 2019 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2019. http://dx.doi.org/10.1109/ieem44572.2019.8978703.
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Kauppinen, Sami, Satu Luojus y Janne Lahti. "Involving Citizens in Open Innovation Process by Means of Gamification". En NordiCHI '16: 9th Nordic Conference on Human-Computer Interaction. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2971485.2971526.
Texto completoInformes sobre el tema "Open Innovation Process"
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Southwell, Brian y Vanessa Boudewyns, eds. Curbing the Spread of Misinformation: Insights, Innovations, and Interpretations from the Misinformation Solutions Forum. RTI Press, diciembre de 2018. http://dx.doi.org/10.3768/rtipress.2018.cp.0008.1812.
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Although many people now have access to more accumulated information than has ever been the case in human existence, we also now face a moment when the proliferation of misinformation, or false or inaccurate information, poses major challenges. In response to these challenges and to build collaboration across disciplines and expertise and a more effective community of learning and practice, the Rita Allen Foundation partnered with RTI International and the Aspen Institute along with Craig Newmark Philanthropies, Democracy Fund, and Burroughs Wellcome Fund to hold the Misinformation Solutions Forum in October 2018 at the Aspen Institute in Washington, DC. This forum brought together academic researchers, technology professionals, data scientists, journalists, educators, community leaders, funders and a set of graduate student fellows to explore promising ideas for curbing the spread of misinformation. We issued an open call for ideas to be featured in the forum that sought interventions focused on reducing behaviors that lead to the spread of misinformation or encouraging behaviors that can lead to the minimization of its influence. Interventions with technological, educational, and/or community-based components were encouraged, as were projects involving science communication, public health and diverse populations. A panel of expert judges assessed submissions through a blind review process; judges included representatives from the Rita Allen Foundation, as well as external institutions such as the Democracy Fund, the National Institutes of Health, the Poynter Institute, First Draft, and academic institutions. Authors developed the essays presented here based on both original submissions and the iterative collaboration process that ensued.
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Payment Systems Report - June of 2020. Banco de la República de Colombia, febrero de 2021. http://dx.doi.org/10.32468/rept-sist-pag.eng.2020.
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With its annual Payment Systems Report, Banco de la República offers a complete overview of the infrastructure of Colombia’s financial market. Each edition of the report has four objectives: 1) to publicize a consolidated account of how the figures for payment infrastructures have evolved with respect to both financial assets and goods and services; 2) to summarize the issues that are being debated internationally and are of interest to the industry that provides payment clearing and settlement services; 3) to offer the public an explanation of the ideas and concepts behind retail-value payment processes and the trends in retail payments within the circuit of individuals and companies; and 4) to familiarize the public, the industry, and all other financial authorities with the methodological progress that has been achieved through applied research to analyze the stability of payment systems. This edition introduces changes that have been made in the structure of the report, which are intended to make it easier and more enjoyable to read. The initial sections in this edition, which is the eleventh, contain an analysis of the statistics on the evolution and performance of financial market infrastructures. These are understood as multilateral systems wherein the participating entities clear, settle and register payments, securities, derivatives and other financial assets. The large-value payment system (CUD) saw less momentum in 2019 than it did the year before, mainly because of a decline in the amount of secondary market operations for government bonds, both in cash and sell/buy-backs, which was offset by an increase in operations with collective investment funds (CIFs) and Banco de la República’s operations to increase the money supply (repos). Consequently, the Central Securities Depository (DCV) registered less activity, due to fewer negotiations on the secondary market for public debt. This trend was also observed in the private debt market, as evidenced by the decline in the average amounts cleared and settled through the Central Securities Depository of Colombia (Deceval) and in the value of operations with financial derivatives cleared and settled through the Central Counterparty of Colombia (CRCC). Section three offers a comprehensive look at the market for retail-value payments; that is, transactions made by individuals and companies. During 2019, electronic transfers increased, and payments made with debit and credit cards continued to trend upward. In contrast, payments by check continued to decline, although the average daily value was almost four times the value of debit and credit card purchases. The same section contains the results of the fourth survey on how the use of retail-value payment instruments (for usual payments) is perceived. Conducted at the end of 2019, the main purpose of the survey was to identify the availability of these payment instruments, the public’s preferences for them, and their acceptance by merchants. It is worth noting that cash continues to be the instrument most used by the population for usual monthly payments (88.1% with respect to the number of payments and 87.4% in value). However, its use in terms of value has declined, having registered 89.6% in the 2017 survey. In turn, the level of acceptance by merchants of payment instruments other than cash is 14.1% for debit cards, 13.4% for credit cards, 8.2% for electronic transfers of funds and 1.8% for checks. The main reason for the use of cash is the absence of point-of-sale terminals at commercial establishments. Considering that the retail-payment market worldwide is influenced by constant innovation in payment services, by the modernization of clearing and settlement systems, and by the efforts of regulators to redefine the payment industry for the future, these trends are addressed in the fourth section of the report. There is an account of how innovations in technology-based financial payment services have developed, and it shows that while this topic is not new, it has evolved, particularly in terms of origin and vocation. One of the boxes that accompanies the fourth section deals with certain payment aspects of open banking and international experience in that regard, which has given the customers of a financial entity sovereignty over their data, allowing them, under transparent and secure conditions, to authorize a third party, other than their financial entity, to request information on their accounts with financial entities, thus enabling the third party to offer various financial services or initiate payments. Innovation also has sparked interest among international organizations, central banks, and research groups concerning the creation of digital currencies. Accordingly, the last box deals with the recent international debate on issuance of central bank digital currencies. In terms of the methodological progress that has been made, it is important to underscore the work that has been done on the role of central counterparties (CCPs) in mitigating liquidity and counterparty risk. The fifth section of the report offers an explanation of a document in which the work of CCPs in financial markets is analyzed and corroborated through an exercise that was built around the Central Counterparty of Colombia (CRCC) in the Colombian market for non-delivery peso-dollar forward exchange transactions, using the methodology of network topology. The results provide empirical support for the different theoretical models developed to study the effect of CCPs on financial markets. Finally, the results of research using artificial intelligence with information from the large-value payment system are presented. Based on the payments made among financial institutions in the large-value payment system, a methodology is used to compare different payment networks, as well as to determine which ones can be considered abnormal. The methodology shows signs that indicate when a network moves away from its historical trend, so it can be studied and monitored. A methodology similar to the one applied to classify images is used to make this comparison, the idea being to extract the main characteristics of the networks and use them as a parameter for comparison. Juan José Echavarría Governor