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Article
Publication date: 20 August 2021

Rosita Capurro, Raffaele Fiorentino, Stefano Garzella and Rosa Lombardi

The aim of this paper is to investigate the role of boundary management when firms should implement open innovation.

Abstract

Purpose

The aim of this paper is to investigate the role of boundary management when firms should implement open innovation.

Design/methodology/approach

The relevant literature on strategic management, firm boundaries and open innovation fields is revised and critically assessed. An interpretive-qualitative methodology is applied to analyse empirical data obtained from a questionnaire and subsequent interviews of a sample of Italian listed firms. By critically integrating literature review and empirical analysis, a framework is provided with the objective of supporting open innovation implementation.

Findings

The study shows that on the one hand, open innovation and many modern paths of growth are connected to a firm's boundaries and that on the other hand, boundary management plays a key role in the implementation of open innovation.

Practical implications

The paper has implications for practitioners by driving them to shift the focus of open innovation implementation towards the management of boundaries, in which boundary capabilities and activities play a key role.

Originality/value

This paper sheds light on the advantages and risks that can jeopardize a successful opening up innovation processes without the effective management of boundary studies. Thus, the authors identify and propose causes for reflection and tools maximizing potentiality and reducing risks in the implementation of such processes.

Details

Business Process Management Journal, vol. 27 no. 8
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 23 August 2021

Fábio Lotti Oliva, Andrei Carlos Torresani Paza, Jefferson Luiz Bution, Masaaki Kotabe, Peter Kelle, Eduardo Pinheiro Gondim de Vasconcellos, Celso Claudio de Hildebrand e Grisi, Martinho Isnard Ribeiro de Almeida and Adalberto Americo Fischmann

This study aims to investigate the risks associated with managing the dispersed knowledge in inter-organizational arrangements for innovation. Specifically, it proposes a…

Abstract

Purpose

This study aims to investigate the risks associated with managing the dispersed knowledge in inter-organizational arrangements for innovation. Specifically, it proposes a model to analyze the knowledge management risks in open innovation, applied in four steps.

Design/methodology/approach

Initially, the authors carried out a systematic literature review (SLR) on the concepts that connect knowledge management, inter-organizational arrangements for innovation and risks. The SLR results led to a complementary theoretical review on the conceptual elements in question. Based on the findings, the authors have developed a model to analyze the knowledge management risks in open innovation, which was validated by experts. It was then studied the case of GOL Airlines, a company that uses innovation to overcome the paradox between low-cost and full service in the commercial air transportation industry, considering the application and adjustment of the proposed model.

Findings

Open innovation is one of the inter-organizational arrangement types most applied in the context of innovation. Relations between agents are the primary sources of risks when managing the dispersed knowledge in these arrangements. The authors have found five main risks associated, namely, risk of the innovative effort does not reach the expected objective, risk of knowledge transfer being ineffective, risk of misappropriation of value, risk of dependency (lock-in) and risk of relations.

Practical implications

The practical implication is the proposition of a procedure for applying the model to analyze the knowledge management risks in open innovation, which makes it a prescriptive model for identifying risks. The proposed model is described in four steps, namely, to identify the agents in the environment of the value of open innovation; to identify the types of relations of each agent; to consider the barriers to knowledge management in innovation; and to assess the risks considering the possibilities derived from the agents, their relationships and the barriers. The model is applied in the GOL case and the results are presented.

Originality/value

First, it uses a novel approach to investigate open innovation while studying its risks. This approach considers the knowledge is dispersed and flows from one organization to another through a combination of relations inside the environment of value where the open innovation materializes. Second, it contributes to theory development by opening a research front that fuses four areas: risk management, knowledge management, innovation and inter-organizational arrangements. Third, this paper proposes a theoretical model and presents its operationalization. The study aims to make an impact beyond academia and uses a case study to illustrate the model application in a real and interesting open innovation project to support the business model at GOL Airlines.

Details

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

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Book part
Publication date: 27 June 2015

Susanne Ollila and Anna Yström

This chapter asks how we can understand the managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies…

Abstract

This chapter asks how we can understand the managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies opening up the borders of the organization, creating a context where conventional steering and managerial tools no longer apply. Utilizing a collaborative research approach, following an open innovation collaboration over 8 years, this chapter outlines the managerial practices that direct the collaboration. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78560-018-0

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Article
Publication date: 16 September 2020

Andrea Urbinati, Paolo Landoni, Francesca Cococcioni and Ludovico De Giudici

In recent years, companies have started to open up their Research and Development (R&D) and their innovation activities to external partners. They aim to access new…

Abstract

Purpose

In recent years, companies have started to open up their Research and Development (R&D) and their innovation activities to external partners. They aim to access new resources and capabilities and to gain shorter time-to-markets. However, as several studies have shown, it can be difficult to manage collaborative (open) innovation projects to achieve desired outcomes. Starting from this premise, the paper investigates how project stakeholder management is different in open innovation projects from traditional R&D projects.

Design/methodology/approach

The study has a qualitative nature and is based on the interpretative paradigm with an inductive orientation. The paper leverages interviews with experts involved in open innovation projects conducted in two Science and Technology Parks between Sweden and Italy.

Findings

The analysis shows how companies manage multiple stakeholders in open innovation projects and the peculiarities project stakeholder management faces in these projects when compared with traditional R&D projects. The paper shows how the relationships with external partners in open innovation projects are regulated by informal identification and analysis frameworks, which reduce the tensions deriving from these multiple collaborations. In addition, it underlines a set of good practices, and project management aspects for developing effective absorptive capacity of know-how, resources, and capabilities from external stakeholders in open innovation projects.

Originality/value

The paper analyzes for the first time how companies manage multiple stakeholders in open innovation projects in a different way from traditional R&D projects. Furthermore, the paper introduces a shift in the focus of the analysis: it focuses on the level of the project conducted through multiple collaborations instead of on the level of the firms involved in the project. Finally, the paper integrates open innovation research with project management research.

Details

European Journal of Innovation Management, vol. 24 no. 5
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 1 March 2005

B.D. Ilozor and D.B. Ilozor

Presented is a path analysis of causal connections between several open‐plan attributes and discrete effective facilities space management aspects of commercial offices in…

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564

Abstract

Presented is a path analysis of causal connections between several open‐plan attributes and discrete effective facilities space management aspects of commercial offices in Sydney. The aim is to use quantitative estimates to demonstrate in structural equations the effect coefficients of the complex connections between selected open‐plan and effective facilities space management variables. Over one hundred open‐plan offices in the Sydney CBD were examined. Some open‐plan attributes were found to have direct impacts on several effective facilities space management variables, while others exhibited indirect effects through management control aspects. In most cases, management control reduced the effect coefficients. This paper concludes that, with dedicated management control, the impact of open‐plan on facilities space management may be less extensive. The implication of this result is for re‐engineering of work environments to consider aspects of management that invariably moderates and/or intervenes in the relationship of space, people and work process.

Details

Journal of Engineering, Design and Technology, vol. 3 no. 1
Type: Research Article
ISSN: 1726-0531

Keywords

Content available
Book part
Publication date: 3 December 2016

Bharati Mohapatra

Abstract

Details

Community Management of Urban Open Spaces in Developing Economies
Type: Book
ISBN: 978-1-78560-639-7

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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…

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3370

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

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Article
Publication date: 9 August 2018

Giustina Secundo, Antonio Toma, Giovanni Schiuma and Giuseppina Passiante

Despite the abundance of research in open innovation, few contributions explore it at inter-organizational level, and particularly with a focus on healthcare ecosystem…

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1771

Abstract

Purpose

Despite the abundance of research in open innovation, few contributions explore it at inter-organizational level, and particularly with a focus on healthcare ecosystem, characterized by a dense network of relationships among public and private organizations (hospitals, companies and universities) as well as other actors that can be labeled as “untraditional” player, i.e. doctors, nurses and patients. The purpose of this paper is to cover this gap and explore how knowledge is transferred and flows among all the healthcare ecosystems’ players in order to support open innovation processes.

Design/methodology/approach

The paper is conceptual in nature and adopts a narrative literature review approach. In particular, insights gathered from open innovation literature at the inter-organizational network level, with a particular attention to healthcare ecosystems, and from the knowledge transfer processes, are analyzed in order to propose an interpretative framework for the understanding of knowledge transfer in open innovation with a focus on healthcare ecosystem.

Findings

The paper proposes an original interpretative framework for knowledge transfer to support open innovation in healthcare ecosystems, composed of four main components: healthcare ecosystem’s players’ categories; knowledge flows among different categories of players along the exploration and exploitation stages of innovation development; players’ motivations for open innovation; and players’ positions in the innovation process. In addition, assuming the intermediary network as the suitable organizational model for healthcare ecosystem, four classification scenarios are identified on the basis of the main players’ influence degree and motivations for open innovation.

Practical implications

The paper offers interpretative lenses for managers and policy makers in understanding the most suitable organizational models able to encourage open innovation in healthcare ecosystems, taking into consideration the players’ motivation and the knowledge transfer processes on the basis of the innovation results.

Originality/value

The paper introduces a novel framework that fills a gap in the innovation management literature, by pointing out the key role of external not R&D players, like patients, involved in knowledge transfer for open innovation processes in healthcare ecosystems.

Details

Business Process Management Journal, vol. 25 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 January 1985

Mary Weir and Jim Hughes

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing…

Abstract

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

Details

International Journal of Manpower, vol. 6 no. 1/2
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 4 October 2011

Sirkka L. Jarvenpaa and Alina Wernick

This paper aims to advance the paradox management perspective by applying it to open innovation networks in Finland and argues that paradox management is an important…

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4445

Abstract

Purpose

This paper aims to advance the paradox management perspective by applying it to open innovation networks in Finland and argues that paradox management is an important explicit logic to consider in the management of open innovation.

Design/methodology approach

Interviews sought the views of diverse network participants, including companies, universities, and government agencies.

Findings

The open innovation networks exhibited many of the same tensions discussed in innovation initiatives within organizations, but additional complexities arose from both internal and external factors.

Research limitations/implications

The study examined open innovation networks when the collaboration in the networks was still in early phases. Thus, the study does not capture the paradoxes, underlying tensions, and management approaches as they change in later phases.

Practical implications

The open innovation networks require the ability to excel in managing a set of paradoxical tensions using a complex repertoire of approaches. Open innovation can be seen as an important way to create dynamicity and change, and if managers are able to manage tensions using a complex set of behavioral approaches, they can more likely achieve increased innovation.

Originality/value

The open innovation literature recognizes paradoxes but does not address their management directly. This paper deepens the understanding of paradoxical tensions and their management across open innovation networks that take the form of public‐private partnerships.

Details

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

Keywords

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