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1 – 10 of over 1000Alexander Schroll and Andreas Mild
The purpose of this paper is to investigate how and how much open innovation is used across Europe. The goal of this study is therefore to provide comprehensive empirical evidence…
Abstract
Purpose
The purpose of this paper is to investigate how and how much open innovation is used across Europe. The goal of this study is therefore to provide comprehensive empirical evidence for the adoption of inbound and outbound open innovation activities in Europe.
Design/methodology/approach
Data from 180 European companies were used to test three hypotheses on open innovation adoption and the role of internal R&D. Data were collected in 2009 and the sample comprises companies from different industries and 24 European countries.
Findings
It is found that 30.3 per cent of European companies are very open to innovation and 38.7 per cent are semi‐open. The results show that inbound open innovation is more commonly used than outbound open innovation, which can be explained by insufficiencies of the market or the organization. Finally, it is found that the type of innovation strategy (vertically integrated, inbound, outbound, or mixed) is related to the R&D intensity.
Originality/value
This paper provides large‐scale empirical evidence for the extent of open innovation adoption in Europe. Moreover, it confirms the role of open innovation generally as a complement for internal R&D. However, results show that firms can reduce R&D intensity through inbound open innovation.
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Hao-Chen Huang, Mei-Chi Lai and Wei-Wei Huang
This study aims to examine the potential impact of external complementary resources on inbound open innovation and whether transformative capacity acts as a mediator in the…
Abstract
Purpose
This study aims to examine the potential impact of external complementary resources on inbound open innovation and whether transformative capacity acts as a mediator in the process. If small and medium enterprises (SMEs) are to successfully implement inbound open innovation, they require injections of external complementary resources.
Design/methodology/approach
Structural equation modeling was used to conduct confirmatory factor analysis to evaluate measurement model, while ordinary least squares regression analysis was used to test the hypotheses; research data are collected using surveys of 200 Taiwanese-owned SMEs in mainland China.
Findings
Empirical results indicate that when SMEs seek to implement inbound open innovation, technological complementarity is the most important factor in resource complementarity. In addition, transformative capacity has a significant mediating role on the relationship between resource complementarity and inbound open innovation.
Originality/value
The contribution of this paper lies in explaining the role played by transformative capacity in the process of inbound open innovation for SMEs through empirical analysis.
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Suqin Liao, Lihua Fu and Zhiying Liu
This study aims to assess how firm functional capability moderates the relationship between two types of open innovation and performance, with a special focus on the role of…
Abstract
Purpose
This study aims to assess how firm functional capability moderates the relationship between two types of open innovation and performance, with a special focus on the role of technological capability and the join effect market information management capability. This paper develops and tests a research model, which assesses how the performance implications of two open innovation forms are shaped by the technological capability and how such an effect is contingent on market information management capability.
Design/methodology/approach
Survey data were collected from 238 Chinese high-tech enterprises. Structural equation modeling and linear regression were used to test the data. Then, the main research questions were answered.
Findings
Empirically results show that technological capability strengthens the influence of inbound open innovation on firm performance. However, the moderate effect of technological capability on the relationship between outbound open innovation and firm performance remains unsupported. A higher technological capability with a high level of market information management capability increases the efficacy of outbound open innovation in gaining superior performance. Additional analysis shows that when firms implement inbound activities and possess a strong technological capability, they will achieve higher performance if they possess a moderate level of market information management capability, compared with a high or low level.
Originality/value
This paper provides new evidence on the benefits of different open innovation strategies on firm’s performance and, more importantly, the specific firm-level contingencies (technological capability and market information management capability) under which these benefits are more likely to be enhanced. It clarifies what the capabilities are and how they interact to foster the robust open innovation strategies, which sheds new light on the boundary conditions that affect the open innovations–firm performance relationship.
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The purpose of this paper is to analyze the impact of inbound open innovation and organizational inertia on radical innovation capability (RIC). It also seeks to explore whether…
Abstract
Purpose
The purpose of this paper is to analyze the impact of inbound open innovation and organizational inertia on radical innovation capability (RIC). It also seeks to explore whether the existence of organizational inertia has a moderating effect and influence on the relationship between inbound open innovation and RIC.
Design/methodology/approach
In this empirical research, the authors collected sample of patents in smart phone industry over the 2000-2016 period. Then, the authors examined the direct roles of inbound open innovation and organizational inertia, and the moderating role of organizational inertia by using hierarchical regression analysis.
Findings
Results found that cognitive inertia (CI) has a positive influence on firms’ RIC, but network inertia (NI) has a negative influence on RIC. CI also has a significant moderating effect on the relationship between inbound open innovation and RIC, but NI only has a significant moderating effect on the relationship between open search breadth and RIC. Inbound open innovation directly affects RIC.
Research limitations/implications
The authors collected the patent data of this study within the single industry and excluded other types of industries. And it may limit the generalization of the findings.
Practical implications
The paper includes implications for adopting an appropriate open search strategy and developing a better understanding of organizational inertia on firms’ radical innovation behavior. The findings suggest future directions to technology intensive industries for improving their RIC.
Originality/value
This study contributes to the relationship between organizational inertia and RIC within the framework of inbound open innovation.
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Sriram K.V. and Sumukh Hungund
This study aims to analyze the influence of inbound and outbound open innovation practices on firm performance among Indian product small and medium-sized enterprises.
Abstract
Purpose
This study aims to analyze the influence of inbound and outbound open innovation practices on firm performance among Indian product small and medium-sized enterprises.
Design/methodology/approach
A cross-sectional design with a quantitative approach is adopted. The data is collected from 213 decision-makers of software product firms through an online survey using the criteria-based snowball sampling method. The data is processed in IBM SPSS 23.0 and analyzed using multiple regression.
Findings
Collaboration with customers and purchasing intellectual property rights (IPR) are the key inbound practices that positively influence firm performance. Outbound innovation practices such as selling out IPR and spin-off influence firm performance negatively and positively, respectively. Inbound open innovation practice such as trade show participation helps in product development and outbound open innovation practice such as spin-off helps in product development.
Originality/value
The study analyses the influences of inbound and outbound open innovation practices on firm performance among software product firms in emerging economies. The research outcomes have vast implications for theory and practitioners.
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Amila Pilav-Velic and Hatidza Jahic
Literature suggests that open innovation approach of large firms shows different characteristics with small- and medium-sized enterprises (SMEs), so this paper tends to shed light…
Abstract
Purpose
Literature suggests that open innovation approach of large firms shows different characteristics with small- and medium-sized enterprises (SMEs), so this paper tends to shed light on these structural differences. With the aim to gain a deeper understanding of the adoption of inbound innovation practices among firms in one small transition economy, this study is focused on the question of how different dimensions of inbound innovation practices affect the innovative performances of SMEs and large firms and how, eventually, these practices should be framed and managed differently.
Design/methodology/approach
This paper develops a research model which analyses inbound innovation practices on a data set of 227 SMEs and large firms operating in Bosnia and Herzegovina. The data were collected by using a questionnaire specifically designed for this research. Association between the level of innovation of products in firms and inbound practices, between exploit and explore strategies, between types of industry and different types of collaborations with partners outside the firm is assessed by canonical correlation.
Findings
The research results revealed that inbound innovation practices of manufacturing firms in different stages of innovation development process starting from idea generation, experimentation, up to the commercialization, have positive influence on their innovative performances.
Originality/value
This study contributes to the existing research on open innovation by providing empirical evidences for different dimensions of inbound innovation practices in SMEs and large firms. We offer a very important insight into open innovation practices and challenges beyond well-researched developed countries.
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Open innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been…
Abstract
Purpose
Open innovation is regarded as the driven factor for organizational resilience, but open innovation's role and effect mechanism in leveraging organizational resilience has been limited explored. The purpose of this paper is to investigate the relationships between two types of open innovation and organizational resilience and the mediating effect of intellectual capital on open innovation and organizational resilience.
Design/methodology/approach
After a literature review, a research model including open innovation, intellectual capital and organizational resilience is proposed. Survey data are collected from information and communication technologies (ICT) sector in China and analyzed by using partial least squares–structural equation modeling (PLS-SEM) and Bootstrapping procedure to present results of each hypothesis test.
Findings
Results indicate that inbound open innovation has a significant and direct impact on organizational resilience, while outbound open innovation has not. In addition, all three dimensions of intellectual capital were significantly correlated with organizational resilience and had mediating roles in the indirect effect of inbound open innovation and organizational resilience. Nevertheless, only social capital played a mediating role in the relationship between outbound open innovation and organizational resilience.
Originality/value
The study explores the relationships among open innovation, intellectual capital and organizational resilience in a comprehensive model, which is the first known study to highlight that open innovation can enhance organizational resilience through intellectual capital, and provides valuable suggestions for improving organizational resilience.
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M. Muzamil Naqshbandi, Ibrahim Tabche and Neetu Choudhary
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…
Abstract
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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Franz Barjak and Fabian Heimsch
The relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now…
Abstract
Purpose
The relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.
Design/methodology/approach
The authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.
Findings
The importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.
Practical implications
Companies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.
Originality/value
The paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.
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Veronica Scuotto, Manlio Del Giudice, Stefano Bresciani and Dirk Meissner
This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the preference for…
Abstract
Purpose
This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the preference for informal inbound open innovation (OI) modes, through the lens of the OI model and knowledge-based view (KBV). The innovation literature has differentiated these collaborations into informal inbound OI entry modes and formal inbound OI modes, offering an advocative and conceptual view. However, empirical studies on these collaborations are still limited.
Design/methodology/approach
Building on the above-mentioned theoretical framework, the empirical research was performed in two stages. First, data were collected via a closed-ended questionnaire distributed to all the participants from the sample by e-mail. Second, to assess the hypotheses, structural equation modelling (SEM) via IBM® SPSS® Amos 20 was applied.
Findings
The empirical research was conducted on 175 small to medium enterprises in the United Kingdom, suggesting that the knowledge-driven approach is the strongest determinant, leading to a preference for informal inbound OI modes. The findings were obtained using SEM and are discussed in line with the theoretical framework.
Research limitations/implications
Owing to the chosen context and sector of the empirical analysis, the research results may lack generalisability. Hence, new studies are proposed.
Practical implications
The paper includes implications for the development of informal inbound OI led by knowledge-driven approach.
Originality/value
This paper offers an empirical research to investigate knowledge-driven preferences in informal inbound OI modes.
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