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Article
Publication date: 13 November 2009

Endre Grøtnes

The purpose of the paper is to introduce standardization as a neutral arena for open innovation. The aim is to show that different policies towards open membership in…

5552

Abstract

Purpose

The purpose of the paper is to introduce standardization as a neutral arena for open innovation. The aim is to show that different policies towards open membership in standardization initiatives lead to different open innovation processes.

Design/methodology/approach

Two cases are used to illustrate the differences in open innovation processes. The cases are the Android mobile operating system and the service platform developed by the Open Mobile Alliance. The core process types introduced by Gassmann and Enkel are used to show the different open innovation approaches.

Findings

Both cases use open innovation to create standards. Open membership leads to a coupled process, while a more restricted membership gives separate inside‐out and outside‐in processes. The case lead by established firms in the industry has a process where radical innovations are introduced early in the process, while the case lead by newcomers has a process where radical innovations are introduced late in the process. The two cases have different approaches towards commercialization of the products. Android relies on third‐party developers, while the Open Mobile Alliance relies on their own members.

Research limitations/implications

The cases are from the telecommunication sector and based on standardization of large technical platforms. The findings might not be the same for other sectors.

Originality/value

The paper establishes open innovation as a neutral arena for open innovation outside the domain of any single firm. It shows how the openness towards membership influences the choice of open innovation processes.

Details

Information Technology & People, vol. 22 no. 4
Type: Research Article
ISSN: 0959-3845

Keywords

Open Access
Article
Publication date: 13 July 2021

Filipe Carvalho Vieira, Leandro R.C. Bonfim and Aline Cristina da Cruz

The purpose of this paper is to map the process of opening an innovation network in the context of the Brazilian agroforestry sector.

Abstract

Purpose

The purpose of this paper is to map the process of opening an innovation network in the context of the Brazilian agroforestry sector.

Design/methodology/approach

Qualitative case study of the open innovation network Embrapa Florestas (17 semi-structured interviews, observation and documentary data). Social network analysis (SNA) of the open innovation network from primary data is available at Embrapa Florestas’ system.

Findings

Three primary triggers to the opening process of Embrapa Florestas’ innovation network were identified. The process starts with an innovation network with closed network characteristics. The process of opening the innovation network is motivated by a restructuring in its source of fundraising (trigger 1), by the change in strategic orientation toward the internationalization of its network activities (trigger 2) and by opening the black box of its innovation with greater proximity to the productive sector and partner universities (trigger 3). Comparing the pre-opening and post-opening networks (open innovation network), sociometric data allows us to verify that the opening of the innovation network presents better density, clustering and centrality indexes for the network as a whole and for the Embrapa Florestas specifically.

Originality/value

This is one of the first studies that aims to investigate the transition from a closed innovation network to an open innovation network by a public research institute. It may also be considered innovative because it presents practical and managerial relevance – in addition to contributions to public policy makers – which allows for improvements in the development of innovation and technology in the country's strategic sectors.

Details

Innovation & Management Review, vol. 19 no. 2
Type: Research Article
ISSN: 2515-8961

Keywords

Article
Publication date: 3 November 2020

Luca Simeone, Giustina Secundo, Antonio Messeni Petruzzelli and Giovanni Schiuma

This paper explores how learning processes supported by intensive use of design can favour absorptive capacity in open innovation contexts characterised by the interaction of a…

Abstract

Purpose

This paper explores how learning processes supported by intensive use of design can favour absorptive capacity in open innovation contexts characterised by the interaction of a high number of diverse stakeholders.

Design/methodology/approach

The paper combines the insights from theory with the empirical evidence gathered by adopting a case study approach.

Findings

Findings provide evidence about the role of design-based learning to facilitate intra- and inter-organisational knowledge flows and to sustain absorptive capacity through processes of recognition, internalisation and adoption.

Research limitations/implications

The study integrates currently distinct research streams focussing on (1) design research, particularly on how design can support knowledge processes and specific learning processes and (2) open innovation, particularly regarding how to enhance absorptive capacity in those contexts in which a high number of diverse stakeholders interact.

Practical implications

This study can help companies, research institutions and other organisations leveraging open innovation to reflect on the potential of design-based learning processes and on how to deliberately facilitate such processes in their projects.

Originality/value

The original contribution provided by this study is to explore open innovation through some analytical categories elaborated in design research concerning materially grounded forms of design-based learning. In particular, the study investigates how design supports knowledge transfer, sharing, translation and creation.

Details

Management Decision, vol. 58 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 25 February 2022

Effie Kesidou, Ram Narasimhan, Serdal Ozusaglam and Chee Yew Wong

Prior research on open innovation has not investigated changes in knowledge acquisition strategies of firms over time overlooking how learning from past knowledge acquisition can…

Abstract

Purpose

Prior research on open innovation has not investigated changes in knowledge acquisition strategies of firms over time overlooking how learning from past knowledge acquisition can change subsequent search strategies. Also, prior research has focused principally on product innovation overlooking process innovation. The purpose of the paper is to introduce the concept of dynamic openness, which is defined as temporal changes in external knowledge search strategy. We explore four dynamic openness strategies – closing down, opening up, persistent open and persistent closed – and examine the impact of these strategies on both product and process innovation.

Design/methodology/approach

The authors used a panel dataset of 16,021 firms based on five waves (2009–2017) of the UK Community Innovation Survey (UKIS). All models are estimated using firm and year fixed effects (FE) method to control for endogeneity that arises from unobserved heterogeneity. Endogeneity and robustness tests were carried out to ensure the validity of results.

Findings

The results show that firms do use dynamic openness strategies over time leveraging learning from past searches. Specifically, the study indicates that closing down is not an effective strategy for either type of innovation. For process innovation, firms should pursue opening up strategy rather than persistent open strategy, whereas for product innovation firms could pursue either strategy, highlighting important contextual differences.

Originality/value

The paper contributes to the literature on knowledge acquisition in open innovation: (1) by theorizing the underlying reasons – learning from past collaborations, absorptive capacity and external knowledge heterogeneity – why firms pursue one dynamic openness strategy over another and (2) by extending literature by delineating the dynamic openness strategies that firms should pursue in process innovation vs product innovation.

Details

International Journal of Operations & Production Management, vol. 42 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 9 October 2017

Peter M. Bican, Carsten C. Guderian and Anne Ringbeck

As firms turn their innovation activities toward collaborating with external partners, they face additional challenges in managing their knowledge. While different modes of…

4829

Abstract

Purpose

As firms turn their innovation activities toward collaborating with external partners, they face additional challenges in managing their knowledge. While different modes of intellectual property right regimes are applied in closed innovation systems, there seems to be tension between the concepts of “open innovation” and “intellectual property rights”. The purpose of this paper is to investigate how firms best manage knowledge via intellectual property rights in open innovation processes.

Design/methodology/approach

Following a mixed methods approach, the authors review relevant literature at the intersection of knowledge management, intellectual property rights, strategic management of intellectual property rights and the open innovation process. The authors identify success drivers through the lenses of – but not limited to – intellectual property rights and classify them in five distinct groups. Expending the view on open innovation beyond its modus operandi, the authors develop the Open Innovation Life Cycle, covering three stages and three levels of the open innovation process. The authors apply their findings to a case study in the pharmaceutical industry.

Findings

The authors provide four key contributions. First, existing literature yields inconclusive results concerning the enabling or disabling function of intellectual property rights in open innovation processes, but the majority of scholars detect an ambivalent relation. Second, they identify and classify success drivers of successful knowledge management via intellectual property rights in open innovation processes. Third, they advance literature on open innovation beyond its modus operandi to include three stages and three levels. Fourth, they test their findings to a case study and show how management leverages knowledge by properly using intellectual property rights in open innovation.

Practical implications

The findings support firms in managing knowledge via intellectual property rights in open innovation processes. Management should account for the peculiarities of open innovation preparation and open innovation termination to prevent unintentional knowledge drain.

Originality/value

This is one of the first studies to view open innovation as a process beyond its modus operandi by considering the preparations for and termination of open innovation activities. It also addresses the levels involved in managing knowledge via intellectual property rights in open innovation from individual (personal) to project and firm level.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 October 2017

Luca Simeone, Giustina Secundo and Giovanni Schiuma

This paper aims to investigate the role of design as a knowledge translation mechanism in R&D-oriented open innovation. In particular, the paper intends to look at how design can…

1634

Abstract

Purpose

This paper aims to investigate the role of design as a knowledge translation mechanism in R&D-oriented open innovation. In particular, the paper intends to look at how design can be used as a means of knowledge transfer among various stakeholders who speak different languages and have divergent needs and interests in a process where knowledge openly flew across the boundaries of a high number of organizations.

Design/methodology/approach

The paper combines the insights from theory with the empirical evidences gathered by adopting an extreme case study approach: the detailed analysis of a case study related to an R&D project funded by the European Commission and aimed to investigate and produce innovative serious games in the area of healthcare. The project gathered a large number of stakeholders and deliberately adopted design to support an open innovation approach.

Findings

The paper provides insights into the use of design outputs such as artifacts, sketches, visual representations or prototypes to translate ideas, theoretical and technical requirements, documents and outputs into formats that can be more easily understood and appreciated by various stakeholders. This supports and favors coordination in open innovation projects where many different stakeholders are engaged in.

Research limitations/implications

Although the adoption of an extreme case study approach offers important implications to understand the role of design in R&D-oriented open innovation, the use of a single case study represents the basis both to explore hypothesis and to provide first evidences that need to be further tested with other qualitative and quantitative analysis.

Practical implications

The paper offers practical implications about how design can help individuals and organizations involved in R&D activities to better communicate and share knowledge among various stakeholders by aligning their different needs, interests and languages along the various phases of their project development.

Originality/value

The originality of the paper lays at the intersection of three different fields: open innovation, knowledge management and design for innovation, thus integrating mature, but so far isolated, research streams. It provides insights for theory building by explaining the use of design as knowledge translational mechanism as well as it informs the practice by highlighting the power of design as a mean to support knowledge flows into open innovation-based R&D projects.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 10 February 2022

Gianluca Elia, Alessandro Margherita, Alessandro Massaro and Angelo Vacca

The COVID-19 pandemic has stimulated a global movement of open innovation initiatives aimed to provide knowledge and tools to support policy decisions and actions in the emergency…

Abstract

Purpose

The COVID-19 pandemic has stimulated a global movement of open innovation initiatives aimed to provide knowledge and tools to support policy decisions and actions in the emergency scenario. The authors describe an open innovation process aimed to build an information coordination system to reduce the infection diffusion within the population.

Design/methodology/approach

The authors use coordination theory principles to elaborate a framework of activities, resources and dependencies among information resources and producers in the COVID-19 emergency. The framework was applied to develop a case study aimed at describing a health emergency system implemented by Dyrecta Lab (a research laboratory on computer science) and CITEL (a medical research center).

Findings

The authors describe the existence of relevant “flow,” “fit” and “share” dependencies within the activities of infection containment and medical treatment. The authors identify eight key resources and a number of actors involved in those activities, and describe a platform able to gather a multitude of epidemic-related metrics with the purpose to address dependencies and support decision making.

Research limitations/implications

The authors provide insights for advancing the academic discussion on process coordination principles in time-constrained, volatile and highly demanding scenarios.

Practical implications

The value of the authors’ research can be identified for practitioners engaged to develop innovative development projects for public utility. The authors provide a contribution also for first responders and health operators involved in management of the current and future emergencies.

Originality/value

The adoption of process coordination principles is a relatively new and powerful approach to analyze and optimize the processes that characterize the management of emergency scenarios. Besides, the study and application of open innovation in healthcare are partially limited.

Details

Business Process Management Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 4 October 2011

Matthias Inauen and Andrea Schenker‐Wicki

The purpose of this paper is to examine the influence of an open outside‐in innovation management strategy on companies' innovativeness and innovation performance. Specifically…

15759

Abstract

Purpose

The purpose of this paper is to examine the influence of an open outside‐in innovation management strategy on companies' innovativeness and innovation performance. Specifically, it focuses on the adoption of the open innovation paradigm in practice and the extent of collaboration with different stakeholders.

Design/methodology/approach

The proposed hypotheses are tested empirically using survey data collected from stock‐listed companies in Germany, Switzerland and Austria. The data include the complete responses from 141 R&D managers for the period from 2004 to 2008.

Findings

The openness of the outside‐in process in R&D management is of crucial importance for achieving high direct and indirect innovation output effects. In particular, openness towards customers, suppliers and universities has a significant positive impact on the different innovation performance measures. Regarding openness towards cross‐sector companies, the analysis reveals a significant negative effect on innovation performance.

Research limitations/implications

The utilization of cross‐sectional data and its dependency on the perceptions and experiences of the respondents has its limitations. Thus, future research should be based on a more longitudinal design that emphasizes quantitative measurement techniques.

Originality/value

To date, the adoption of open innovation in practice has not been examined in depth. This study provides empirical insights into the open innovation approaches in German‐speaking countries and, by drawing important conclusions for managers involved in the R&D processes, fills a gap in the innovation management literature.

Details

European Journal of Innovation Management, vol. 14 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 September 2016

Ulrich Lichtenthaler

This paper aims to suggest a procedure for successfully transforming a firm’s innovation processes in a systematic way.

1777

Abstract

Purpose

This paper aims to suggest a procedure for successfully transforming a firm’s innovation processes in a systematic way.

Design/methodology/approach

This is a conceptual paper, which draws on prior academic and practitioner papers.

Findings

Changes in a firm’s environment, such as new technological trends or customer needs, regularly call for the dynamic renewal of a firm’s innovation processes. Nonetheless, most firms proceed in a surprisingly unsystematic way if they transform their innovation processes. This approach contrasts with the systematic innovation processes that many firms have established to manage their product development from initial idea to final market launch.

Originality/value

To overcome this discrepancy, this paper distinguishes reconfiguration and realignment challenges in the transformation of a firm’s innovation processes. These different activities are illustrated with the example of transforming firms’ innovation processes towards open innovation. Furthermore, a five-step procedure is suggested to ease implementation. On this basis, implications for managers are discussed with respect to proficiently adapting their firms’ innovation processes over time.

Details

Journal of Business Strategy, vol. 37 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 November 2022

Ruslan Prijadi, Adhi Setyo Santoso, Tengku Ezni Balqiah, Hongjoo Jung, Putri Mega Desiana and Permata Wulandari

This research investigates the nature of regulatory-focused effectuation (as the basis of entrepreneurial behavior) in absorptive capacity development for open innovation…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

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