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Drawing upon insights from knowledge-based theory and the learning perspective, this study aims to explore safeguarding strategies in open innovation. Geographic diversity and collaborative breadth can effectively protect proprietary innovations that limit knowledge leakage concerns.

Using a cross-industry sample from the Taiwanese Technological Innovation Survey III, which covered 1,519 firms, the authors investigate the conditions under which partnership portfolios affect radical innovation.

The findings suggest that the partnership portfolio has an inverted U-shaped influence on radical innovation and that this relationship is moderated by geographic diversity and collaborative breadth. This work identifies a balance in the tension between diverse partnership portfolios and knowledge leakage with regard to open innovation activities.

This study provides senior managers with an indication of the relationships between partnership portfolios and innovative knowledge protection, identifying the geographic diversity and collaborative breadth that serve as safeguards to prevent leakages of a firm’s innovative knowledge.

This study makes an original contribution to the empirical exploration of innovation knowledge protection and provides new insights into the field of open innovation. The authors, thus, balance the tension between partnership portfolios and knowledge leakage.

Within the context of an open innovation business environment, the frequent interaction and coordination activities among heterogeneous partners have a significant impact on enterprises' business model. Nevertheless, fewer empirical research has been made to explore how to match external partners and update organizational dynamic capabilities at an ecosystem level. Therefore, this paper attempts not only to investigate the direct impact of partner match on different business model innovation (BMI) themes (efficiency-centered BMI and novelty-centered BMI) but only to shed light on the pivotal mediating role of interfirm dynamic capabilities.

This paper utilized the methodology of Partial Least Squares Structural Equation Modeling (PLS-SEM) to investigate the impact of diverse partner selection criteria and interfirm dynamic capabilities on two distinctive themes of BMI. More than 20 industry clusters with multiple industries were selected as representatives of the creative ecosystem, predominantly from the Yangtze River Delta region. Valid data were collected from 254 managers by both online questionnaires and offline interviews.

The findings of the study show that different partner match criteria have distinct direct impacts on BMI themes. Partner complementary and partner synergy, deriving from the “task-related criteria”, are significantly correlated with both EBMI and NBMI. Conversely, partner compatibility, deriving from “Partnering-related Criteria”, shows a positive correlation with EBMI but not NBMI. Furthermore, compare the indirect effect on EBMI, the paper’ results demonstrate interfirm dynamic capabilities as mediator can more maximize external benefits to promote NBMI.

The study findings effectively help enterprises implement different BMI themes. From a management perspective, whether pursuing EBMI or NBMI, enterprises should consciously seek partners who can provide complementary support or share mutual goals across diverse industries. This strategic approach can significantly enhance the opportunities for sustainable and innovative business development. Furthermore, to successfully accomplish NBMI, enterprises must cultivate interfirm dynamic capabilities encompassing a comprehensive range of cross-organizational innovation capacities, such as bolstering organizational learning capability, establishing interactive network platforms to enhance coordination capabilities and engaging in integrative activities to foster a collective mindset.

This paper contributes to the match theory by introducing three critical matching criteria, enabling enterprises to discern partners based on diverse organizational characteristics. Additionally, this paper broadens the scope of the dynamic capability literature by adopting a network perspective to strengthen interaction and relationship mechanisms. The authors primarily elucidate the concept of interfirm dynamic capabilities as a formative higher-order model formed by three sub-capabilities (absorptive capacity, coordination capability and collective mind). Finally, this paper combines matching theory with dynamic capacity theory to the field of BMI, which adds depth and complexity to the existing ecosystem innovation research.

Numerous biotechnology and pharmaceutical firms have undergone considerable changes and adapted to the challenge of developing sustainable products and services. However, few studies have explored the factors that contribute to the success of external innovation and value co-creation strategies adopted by biotechnology and pharmaceutical firms. The purpose of this study is to examine how biotechnology and pharmaceutical industries use value co-creation strategies to obtain external resources.

This study developed a conceptual framework based on the relevant literature. The study applied a resource-based approach, dynamic capability theory and a qualitative multiple-case study design to investigate several research questions; semi-structured interviews were conducted with representatives from 11 biotechnology/pharmaceutical firms in Taiwan, and the data extracted from the interview content were axially coded.

This study revealed that factors such as dynamic marketing capabilities and process optimization contributed to the success of the aforementioned strategies; several propositions were also developed on the basis of the literature review and coded data, thereby providing insights regarding the relative efficacy and propriety of various external innovation and value co-creation strategies and models in various situations and contexts. Firms and technology providers might enter a technology licensing agreement, establish a joint venture company; participate in a merger/acquisition depending on their size, research and development capabilities; or goals and time- and cost-related factors.

The main original contributions of this study are the proposed conceptual framework and the insights provided regarding the relative efficacy and propriety of different external innovation and value co-creation strategies and models in different situations and contexts.

Dissolving industry boundaries, coupled with an increasing need for collaboration and mutual adaptation, necessitates the adoption of diverse innovation concepts and flexible management practices. While organizations are striving to be agile and receptive, prioritizing flexibility over meticulous planning, the strategies required to achieve these outcomes remain underdeveloped.

Between 2019 and 2022, 100 peer-reviewed papers were reviewed to identify 68 agile practices, forming the basis for the classification. A conceptual-to-empirical approach led to the framework's development, involving 40 expert interviews and nine focus groups with participants from different countries from 2020 to 2023. These interactions validated the framework's dimensions and real-world applicability.

The study revealed that inter-organizational agility serves as a catalyst, effectively harmonizing open and frugal innovation to address market and customer constraints. This framework offers managers a valuable tool for navigating uncertainties and ambiguities and creating and capturing value within open innovation ecosystems that go beyond transient competitive advantages.

The case study suggests co-innovation and bricolage as novel managerial capabilities that foster innovation, mainly when supported by inter-organizational agility. It provides insights into distinguishing between various forms of agility through a multidimensional framework.

The study provided crucial insights into the necessity for agility in complex and uncertain environments. Through the integration of frugal and open innovation approaches in co-innovation, inter-organizational agility is presented as a framework for achieving both transient competitive advantage and sustainable innovation power.

This research aims to identify the key factors affecting Outbound Open Innovation between Startups and Big organizations using the multiple criteria decision-making analysis (MCDM) approach. The MCDM technique ranks the four key factors identified from the literature study that can help to improve collaboration opportunities with Startups.

Identification of key factors affecting Outbound Open Innovation between Startups and big organizations based on extant literature. A questionnaire is prepared based on these four identified key factors to gather views of the startup's employees, from the designer level to the startup's founder. MCDM techniques are used to evaluate the questionnaire. The ensemble technique is used to rank the key factors coming from three different MCDM methods.

The findings from the MCDM approach and Ensemble techniques give insight to the big organizations to facilitate outbound Open Innovation effectively. It also provides insight into the requirements of the startups and the kind of support they seek from the big organizations. The ranking can help the big organization close the gaps and make an informed decision to increase the effectiveness of the collaborations and boost innovation.

This is a unique research work where the MCDM approach is used to identify the ranking of key factors affecting outbound open innovation between startups and big organizations. The MCDM technique is followed by the ensemble method to rationalize the findings. Technology Relevance ranks highest, followed by Innovation Ecosystem, Organization commitment and Knowledge Sharing.

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.

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.

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.

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.

This research investigates the nature of regulatory-focused effectuation (as the basis of entrepreneurial behavior) in absorptive capacity development for open innovation implementation, the role of crowds or communities management practices in the effectuation-based open innovation process, and open innovation performance as the output of the open innovation process in digital multi-sided platform (MSP) startups context.

In order to verify the hypothesis, the researcher conducts a quantitative study that is based on a self-administered questionnaire and employs the PLS-SEM approach. The sample comprises of 70 Indonesian digital MSP businesses that have been operational for at least three years and have used open innovation approaches with their audiences, communities or complementors.

The research findings imply that there is a connection between promotion-focused effectuation and the open innovation process. This connection is particularly strong when it comes to the incorporation of absorptive capacity and crowds or communities management practices. On the other hand, prevention-focused effectuation shows insignificant effect toward open innovation process in digital MSP startups context.

The research findings imply that with limited resources and experiences, young entrepreneurs can still implement open innovation strategy for their digital MSP platform through effectuation principles that leverage the external resources from digital platform ecosystem members.

In digital MSP startups context that perform promotion-based effectuation principles, innovation performance can be achieved by analyzing new insight, transforming the existing activities with the new insight, creating new offering afterward, as well as strengthening crowds or communities management practices through co-creation activities with platform ecosystem members that may lead into new business model.

The originality of this work is to make a contribution to the literature on strategic entrepreneurship by describing the phenomena of the paradox of resource-based theory; adopting open innovation strategy under constrained initial resources and capabilities scenario.

Traditionally, the main goal of empirical research has been to test theories. Yet, theory-testing is problematical in the social sciences. Findings from empirical studies have proven hard to replicate and there is a lack of progress in creating a coherent and cumulative knowledge base. There are both practical and epistemological issues that prevent effective empirical tests. It is difficult to operationalize constructs and design decisive tests of theories. The laws and regularities posited in theories in the natural sciences are independent of human actors, while theories in the social sciences describe systems and structures that are created and maintained by human actors. Nonetheless, human actors are sometimes guided by theories. They may change their behavior or make different decisions based on academically produced knowledge. This relationship is usually mediated by the use of tools of various sorts (i.e., design principles, diagrams, or stories). I discuss why scholars should conduct empirical research to test the pragmatic validity of tools that are derived from theories rather than testing the scientific validity of the theories themselves.

This study explores how open innovation (OI) can be instrumental for entrepreneurs in sensing and seizing entrepreneurial opportunities in small and medium enterprises (SMEs). This study also illustrates how OI can help SMEs overcome the liability of smallness.

This is exploratory research using an inductive, multiple-case study approach. This study capitalizes on five in-depth case studies of European SMEs to explore a phenomenon using replication logic and provide a robust basis for theory building.

This study presents a holistic view of the OI process in SMEs and illustrates the crucial role of entrepreneurs. The study provides a better understanding of how OI can help entrepreneurs sense and seize entrepreneurial opportunities by envisioning venture ideas and implementing business model innovation through the management of innovation partners.

The study emphasizes two critical roles of entrepreneurs in implementing OI in SMEs. First, the entrepreneur can be the instigator of strategic change, and second, he/she can orchestrate the innovation network. The findings emphasize that OI helps avoid knowledge corridors at the venture idea stage, leading to a (re)structuring of the business model and the emergence of a network of innovation partners, which should be managed hands-on. This study discusses in detail the two crucial roles of entrepreneurs.

Effective cooperative communication and knowledge management capabilities are particularly important in the cross-team cooperation. Based on the social exchange theory, this paper aims to further explore the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in open innovation projects (OIPs).

This paper takes China’s high-tech enterprises as the research object by using a paired questionnaire survey based on 168 pairs of OIPs. Hayes’ PROCESS programme and the bootstrap technique are used to test the hypothesis model and the significance of the mediation effect.

This study finds that cooperative communication is an effective mechanism for the internal and external interaction of OIPs. Knowledge sharing plays an intermediary role in the relationship between cooperative communication and co-innovation performance; both explicit knowledge sharing and tacit knowledge sharing have a significant positive impact on co-innovation performance. And the impact of cooperative communication on co-innovation performance is based on effectively promoting the knowledge sharing of partners.

This research incorporates cooperative communication, knowledge sharing and co-innovation performance into a unified research framework to study the co-innovation at the project level, enriches the research scenario on the mechanism of cooperative behaviour, deepens the understanding of the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in OIPs, verifies the mediating role of knowledge sharing to co-innovation, and also helps extend the social exchange theory to a new research setting.