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This article seeks to characterize and assess a new type of resilient, socially conscious and competitive enterprise that simultaneously encompasses open and social innovation – aligning both business and social outcomes – and which will gain increasing importance in post-pandemic competitiveness.

A mixed method approach based on sequential deductive triangulation analysis (QUAN/qual) is used. First, data gathered from the Chilean innovation survey is used to quantify the percentage of firms implementing open and social innovation simultaneously, and to assess their relative performance in relation to other types of innovative firms. Second, a qualitative multiple-case study analysis reveals the perceptions of senior managers regarding the applicability of this approach in terms of building resilience and strengthening future competitiveness in line with sustainable development goals.

Social innovation is a relatively rare event (7.2% of firms in the sample). While social innovation occurs equally in monopolistic and perfectly competitive industries, the authors’ findings suggest that in order to adopt social and open innovation effectively, firms need to set entry barriers such as economies of scale. On the other hand, open innovation is a more common event (15.4% of firms in the sample), which correlates closely with absolute and relative performance indicators. Moreover, the results suggest that open innovation enables a greater understanding of societal needs, thus making social innovation more effective.

Theoretical developments coupled with descriptive and qualitative evidence reveal the innovative capabilities that up-and-coming enterprises may possess. The findings suggest that at times of far-reaching technological, social and political change, enterprises should share some of their knowledge and resources with wider society. Only then will more equal, resilient and cohesive societies be built.

This article combines two seemingly unrelated literature streams (open and social innovation) in order to elucidate the enterprise of tomorrow, which will be capable of achieving sustainable development whilst reaching high levels of competitiveness.

The exchange of knowledge in social networks is fundamental to innovation. Open, interactive, innovation requires collaboration through social networks. This social networking is increasingly carried out across the Internet through social media applications. The purpose of this study is to explore the use of social media in open innovation, and explain how this practice is carried out in small and medium-sized enterprises (SMEs). With less resources than large firms, SMEs both have a greater need for open innovation and a less resources to invest in the process.

In this paper, the authors study the case of open innovation in start-up Aurea Productiva and induce a framework for open innovation in SMEs powered by social media.

The authors explore how the main advantages of the Web 2.0 translate into opportunities, challenges and strategies for open innovation that can be directly applied by managers.

The authors contribute to research on open innovation by social media and to research on the innovation process of SMEs. Future quantitative research could confirm and extend the authors’ findings.

Companies that want to fully exploit the benefits of social media can create a strategy that emphasizes coevolution of innovation and resources, sharing their vision and objectives and providing a framework for innovation.

The authors introduce an original analysis of opportunities, challenges and strategies for open innovation in SMEs.

The internal resources of a firm should not be regarded as the only source of innovation; organizations need to look at the external sources which can contribute greatly. This can happen through the recent development in technologies and the emergence of social media; such advancements have empowered consumers to have social interaction with their peers in online communities. As a source of generation of innovative ideas, company-based communities have not received enough attention, although they are strong drivers for co-creation of value by customers. Easy online communication channels, facilitated through online communities, have developed open innovation as an attractive means of customer involvement in value creation. However, literature in this area is devoid of empirical research on the way consumers can participate in open innovation communities using Web 2.0 technologies. The paper aims to discuss these issues.

This paper, therefore, looks at the opportunities offered by social media to firms for open innovation in the context of new product development (NPD). The study is based on social support theory and the concept of social media generating open innovation; a model for the research has thus been proposed. The model has been tested using partial least square through an online questionnaire.

The results indicate that social media is a cost-efficient way for firms to look at external sources of innovation, specifically in NPD. Online communities, developed specifically for new products, can support the innovation process for the business sector. The paper discusses the results of this empirical research and has some practical implications for practitioners in this field.

The study indicate that social media empower individuals to come online, get involved in social interaction and share their experiences about a new product with other peers in the network. Social media and informational support, as social capital of online communities, both have influence on participation of individuals in the online communities of open innovation for NPD.

This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches.

A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media.

To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments.

The research is based on a single case study. Further research should be conducted to establish the generalization of the results.

This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption.

The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.

The purpose of this paper is to investigate the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment Securities fraud case, introduces and elaborates upon the concept of dark open innovation. The paper’s conceptual framework is drawn from social capital theory, which is grounded on the socio-economics of Bourdieu, Coleman and Putnam and is employed in order to make sense of the processes that occur within dark open innovation.

Given the self-evident access issues, this paper is necessarily based on archival and secondary sources taken from the court records of Madoff v. New York – including victim impact statements, the defendant’s Plea Allocution, and academic and journalistic commentaries – which enable the identification of the processes involved in dark open innovation. Significantly, this paper also represents an important inter-disciplinary collaboration between academic scholars variously informed by business and history subject domains.

Although almost invariably cast as a positive process, innovation can also be evidenced as a negative or dark force. This is particularly relevant in open innovation contexts, which often call for the creation of extended trust and close relationships. This paper outlines a case of dark open innovation.

A key implication of this study is that organizational innovation is not automatically synonymous with human flourishing or progress. This paper challenges the automatic assumption of innovation being positive and introduces the notion of dark open innovation. Although this is accomplished by means of an in-depth single case, the findings have the potential to resonate in a wide spectrum of situations.

Innovation is a concept that applies across a range of organization and management domains. Criminals also innovate; thus, the paper provides valuable insights into the organizational innovation processes especially involved in relation to dark open innovation contexts.

It is important to develop and fully understand the possible wider meanings of innovation and also to recognize that innovation – particularly dark open innovation – does not always create progress. The Caveat Emptor warning is still relevant.

The paper introduces the novel notion of dark open innovation.

With the aim of finding a balance between social and economic benefits, the social economy has reemerged in the crisis of the welfare state. The Fordist welfare state can be characterized by state-provided welfare, the mediation of paid work and welfare by the labor market and redistributive policies. Globally, neoliberalism and the market have given rise to social exclusion; in this context, the social economy is emerging as an alternative to the market domination of societies. This paper aims to construct a conceptual framework of welfare provision in an open innovation era.

The welfare state system between the Fordist welfare state and post-Fordist welfare state is different on provision and delivery of welfare service. To construct the conceptual relation among the social economy, the state and the market and welfare provision in the social economy, this study mainly used the literature review.

Attention should be paid to civil society at the local level to ignite social economy through open social innovation. Various social actors in the local community need to change and develop the social economy with collaborative entrepreneurship and collaborative economic mindsets.

This paper presents the welfare service model led by social economy and open innovation, as well as social change. To fill the shortage of welfare provision caused by crisis of the welfare state, social economy is considered as an alternative for neo-liberalism. This study emphasizes that endogenous local development is a prerequisite for social economy as a welfare supplier.

In the social economy, reciprocity, democracy, self-help and social capital at the local level are emphasized. Also, open innovation put emphasis on collaboration economy among the local community, firms and the public sector: this emphasis can be expected to affect the welfare provision system and the social relations surrounding welfare. To address social problem and social needs, the social economy can adapt and apply the open innovation model.

The previous researches on open innovation mainly deal with the business sector and the public sector, but this paper has a focus on the relation between provision of social welfare and social innovation. The social economy is likely to function properly on the foundation of open social innovation.

As users often lack the motivation to contribute their ideas and knowledge in open innovation communities, it is necessary to identify the determinants of users’ contribution. This paper aims to examine users’ contribution in open innovation communities based on the social capital theory.

The authors collected 474 valid responses from a survey and adopted structural equation modeling (SEM) to conduct data analysis.

The results indicated that social interaction, which includes informational and emotional interaction, has a significant effect on social capital, which in turn affects users’ contribution.

The results imply that companies need to facilitate users’ interactions and develop social capital to promote their contribution in open innovation communities.

Although previous research has found the effect of individual motivations such as perceived benefits and behavioural control on innovation community users’ behaviour, it has seldom considered the effect of social capital embedded within the social relationship networking. This research tries to fill the gap and the results disclosed the mechanism underlying open innovation community users’ contribution.

This paper aims to focus on the human side of inbound open innovation by analyzing the effects that the adoption of different knowledge search strategies for innovation has on new recruitment needs.

Building on several theoretical perspectives, the study proposes three hypotheses regarding the relationship between openness and the need to recruit people with high technical and social skills. Using a pooled panel data from the Uruguayan Innovation Survey between 2004 and 2012, the authors identify open strategies followed by the firm.

The estimation results using pooled panel data confirm that the adoption of inbound open search strategies for innovation demands the recruitment of new employees with higher technical and social skills. Technical skills are more likely to be demanded than social skills. The effects observed are moderated by the intensity in the use of knowledge and information sources (KISs).

This paper revisits the analysis of specific knowledge search strategies at the firm level. In doing so, the study looks for the effects of specific strategies combining different knowledge sources and considers different levels of use of external KISs, from narrow to wide. While other studies have analyzed the human factor as a determinant of the success of openness for innovation, this paper re-examines the direction of this relationship. Finally, the study contributes to the evidence from a Latin American country, where these topics have received less attention.

This study aims to explore the use of knowledge sharing (KS) in delivering open social innovation (OSI) solutions for sustainable development in the context of economically marginalized, rural societies in India.

The study is guided by an exploratory, qualitative approach using an embedded case study design with four social enterprises. The study approaches the use of KS in three stages of OSI: (1) the stages of ideating and prototyping, (2) the initial stages of experimenting and business development and (3) the more current and future-oriented stages of organizations’ strategies for expanding market opportunities for maximizing impact.

The first stage used KS for collaborative efforts among diverse stakeholders to recognize the needs of marginalized people and ideate suitable ecological solutions. The social enterprises acted as orchestrators in this stage. The second stage involved a more dynamic role of KS in the refinement of social enterprises’ market offerings, generating additional innovations and value propositions, which diversified the scope of the social enterprises. This was facilitated by enterprises’ ability to be open systems, which change and evolve through OSI processes and KS. In the third stage, social enterprises’ use of KS was shifted towards future business development by expanding market opportunities with solutions that tackle complex societal and ecological problems, thereby contributing to sustainable development goals.

The present study contributes to studies on OSI, focusing on sustainable development and the role played by social enterprises operating in rural, economically marginalized areas, which have been an understudied phenomenon in the open innovation literature.

This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR.

The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study.

The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders.

This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.