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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…

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: 1 August 2016

Rodrigo Basco and Andrea Calabrò

The purpose of this paper is to investigate what types of open innovation search strategies are associated with internal innovation activities in family and non-family…

Abstract

Purpose

The purpose of this paper is to investigate what types of open innovation search strategies are associated with internal innovation activities in family and non-family SMEs within natural resource-based clusters.

Design/methodology/approach

This study is based on an empirical analysis of a sample of 245 Chilean firms.

Findings

Results suggest that while family and non-family SMEs do not significantly differ in terms of internal innovation activities, important differences exist in terms of open innovation search strategies. In particular, family SMEs search for new ideas and knowledge within their closest network of relationships (e.g. customers, suppliers and competitors), whereas non-family SMEs mainly focus on broader network relationships (e.g. universities, public institutions and fair trade organizations).

Practical implications

This study shows that within a natural resource cluster, the types of firm do matter. In fact, family and non-family SMEs use different open innovation search strategies to innovate; hence, this research may help and assist policy makers in tailoring innovation policies aimed at expanding the potential benefits of clusters for regional growth and development.

Originality/value

This research addresses the call to further investigate the link between family SMEs and innovation in developing countries, given that SMEs may also act as a lively player for regional development.

Propósito

El objetivo de este artículo es investigar las estrategias de búsqueda de innovación abierta de las pequeñas y medianas empresas familiares y no familiares en un clúster basado en los recursos naturales.

Diseño/metodología/enfoque

Este estudio está basado en un análisis empírico con una muestra de 245 empresas Chilenas.

Recomendaciones

Los resultados muestran que no hay diferencias significativas en las actividades internas de innovación entre las pequeñas y medianas empresas familiares y no-familiares de la muestra. Sin embargo, se han encontrado diferencias en las estrategias de búsqueda de innovación abierta que utilizan de las empresas. Las empresas familiares buscan nuevas ideas y conocimiento para innovar entre sus contactos más cercanos (por ejemplo: clientes, proveedores y competidores). Las empresas no-familiares se enfocan en contactos más amplios (por ejemplo: tales como universidades, instituciones públicas y ferias internacionales).

Implicaciones prácticas

Este estudio muestra que distinguir entre empresas familiares y no familiares dentro de los clúster basados en los recursos naturales es importante. Las pequeñas y medianas empresas familiares y no familiares usan diferentes estrategias de búsqueda de innovación abierta. Por lo tanto, nuestros resultados pueden ayudar al diseño de políticas públicas de innovación diferenciando empresas familiares y no familiares con el objetivo de potenciar los beneficios de los clúster para el crecimiento y desarrollo regional.

Originalidad/valor

Este artículo intenta avanzar en la investigación relacionando innovación y pequeñas y medianas empresas familiares en países en desarrollo.

Article
Publication date: 19 July 2013

Paavo Ritala, Kaisa Henttonen, Hanna Salojärvi, Liisa‐Maija Sainio and Sami Saarenketo

Firms need to reach out for external knowledge in order to keep up with the pace of the markets and to renew themselves. Although research on open innovation and open

Abstract

Purpose

Firms need to reach out for external knowledge in order to keep up with the pace of the markets and to renew themselves. Although research on open innovation and open knowledge search strategies is continuously accumulating, there are as yet only few studies examining the antecedents of the decision to use various external knowledge sources for R&D and innovation. The purpose of this paper is to narrow this gap by examining the effects of firms' strategic orientations on the scope of their open knowledge search.

Design/methodology/approach

This study builds on a cross‐industrial survey of Finnish firms in exploring the effects of three types of strategic orientations (customer relationship orientation, entrepreneurial orientation, and technology orientation) on the use of open knowledge search strategies.

Findings

The results show that the customer relationship orientation is associated with the tendency of a firm to use a market‐driven knowledge search strategy. The technology orientation, on the other hand, is associated with science and generic knowledge‐driven strategies, whereas the entrepreneurial orientation is associated with the utilization of all the search strategies identified in the study.

Practical implications

The value of various sources of external knowledge depends on the firm's strategic goals and the nature of the industry. Practising managers utilizing the results of this study should be better able to align their organizations in the desired direction in terms of open knowledge search.

Originality/value

The results provide new evidence on firm‐specific heterogeneity in the use of external knowledge sources.

Details

Baltic Journal of Management, vol. 8 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 5 June 2019

Chunhsien Wang, Min-Nan Chen and Ching-Hsing Chang

The purpose of this paper is to investigate alliance partner diversity (APD) as a driving force that potentially enhances firms’ innovation generation (IG) in interfirm…

Abstract

Purpose

The purpose of this paper is to investigate alliance partner diversity (APD) as a driving force that potentially enhances firms’ innovation generation (IG) in interfirm open alliance contexts. The authors propose that APD enhances IG but that the effects depend on both alliance network position and the double-edged external knowledge search strategy. Building on the knowledge-based view and social capital theory, the authors formally model how external knowledge search strategies can lead to productive or destructive acquisitions of external knowledge in interfirm open alliance networks. The authors theorize that when an individual firm adopts a central position in a complex interfirm open alliance network, its propensity toward beneficial IG depends on its knowledge search strategy (i.e. its breadth and depth) due to the joint influence of network position and knowledge search strategy on innovation.

Design/methodology/approach

Using an original large-scale survey of high-tech firms, this study shows that the relationship between partner diversity and IG is contingent on a firm’s network position and knowledge search strategy. The authors also offer an original analysis of how knowledge search strategy (i.e. its breadth and depth) in network centrality (NC) affects the efficacy of knowledge acquisition in interfirm open alliance networks. Empirically, the authors provide an original contribution to the open innovation literature by integrating social capital and knowledge-based theory to rigorously measure firm IG.

Findings

Overall, our findings suggest that the knowledge search strategy imparts a double-edged effect that may promote or interfere with external knowledge in IG in the context of the diversity of alliance partners.

Research limitations/implications

The work has important limitations, such as its analysis of a single industry in the empirical models. Therefore, further studies should consider multiple industries that may provide useful insights into innovation decisions.

Practical implications

External knowledge search is valuable, particularly in the high-tech industry, as external knowledge acquisition generates innovation output. This study serves to raise managers’ awareness of various approaches to external knowledge searches and highlights the importance of network position in knowledge acquisition from interfirm open alliance collaborations.

Originality/value

This paper is the first to investigate the double-edged effect of knowledge search on interfirm open alliance networks. It also contributes to the theoretical and practical literature on interfirm open alliance networks by reflecting on external knowledge search and underlying network centrality and APD factors.

Details

European Journal of Innovation Management, vol. 23 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 17 February 2020

Alejandro Bello-Pintado and Carlos Bianchi

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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).

Originality/value

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.

Details

Journal of Knowledge Management, vol. 24 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 8 May 2017

Yueqi Wang, Bin Guo and Yanjie Yin

The purpose of this study is to explore organizational factors that act as antecedents of open innovation search. The authors aim to empirically examine whether the extent…

1563

Abstract

Purpose

The purpose of this study is to explore organizational factors that act as antecedents of open innovation search. The authors aim to empirically examine whether the extent to which the organizational slack is absorbed determines its influence on firms’ openness in innovation search. In addition, the authors also examine the moderating effect of absorptive capacity on the relationship between slack and open innovation search.

Design/methodology/approach

This study adopted secondary data from multiple sources (NBER, Compustat and US census) and then constructed a ten-year balanced panel dataset of 298 manufacturers. The generalized least square method was used to explore the determinants of open innovation search among manufacturing firms.

Findings

The results of this study reveal that the absorption level of organizational slack indeed determines the openness in innovation search. Specifically, absorbed slack negatively affects a firm’s openness in innovation search, whereas unabsorbed slack promotes open innovation search. Additionally, the relationship between absorbed slack and open innovation search will be less negative with the increase of absorptive capacity.

Originality/value

Different from most previous studies that have examined the performance effect of open search among high-tech and large enterprises, this study focuses on the antecedents of open search strategy in both high- and low-tech, large and small firms. The findings reveal that different forms of organizational slack divergently influence a firm’s open search strategy, contributing to the understanding of the relationship between organizational slack and knowledge search behavior in a broader context, as well as the understanding of the moderating effect of absorptive capacity.

Details

Journal of Knowledge Management, vol. 21 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 31 January 2020

Chunhsien Wang, Tachia Chin and Jie-Heng Lin

Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes…

1538

Abstract

Purpose

Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes. However, conflicting evidence exists regarding the role of openness in external knowledge acquisition. This paper aims to propose that openness to external knowledge has a nonlinear effect on innovation performance and that this nonlinear relationship is contingent on an ambidextrous knowledge search strategy.

Design/methodology/approach

Based on original large-scale survey of 246 interfirm collaborations in the high-technology industry, it is found that the impact of openness to external knowledge on innovation performance exhibits an inverted-U shape and that this relationship is affected by an ambidextrous knowledge search strategy.

Findings

The results indicate that an ambidextrous knowledge strategy that addresses the depth and breadth of external knowledge significantly influences a firm’s ability to derive benefits from increased openness to external knowledge. Empirically, the authors provide an original contribution to high-technology firms by exploring how and why an ambidextrous knowledge strategy can be a critical catalyst spurring innovation performance.

Research limitations/implications

The research scope is limited to a single industry. Further research could extend the theoretical framework to multiple industries, which may increase the likelihood of innovation theory development.

Practical implications

The results suggest that firms opening up the boundaries of their innovation activity to engage in external knowledge are able to leverage their in-house innovation to enhance their innovation performance. The authors advocate that in innovation management domains, greater emphasis is needed on how openness to external knowledge has more positive impacts not only on innovation performance but also on innovation implemented management.

Originality/value

This study is among the first to investigate the ambidextrous knowledge search effect on the external knowledge of high-technology firms. This paper contributes to the theoretical and practical literature concerning openness innovation and knowledge management by reflecting on the ambidextrous knowledge search strategy.

Details

Journal of Knowledge Management, vol. 24 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 March 2020

Su-Ming Wu and Xiu-Hao Ding

Information technology plays a critical role in the open innovation process. The purpose of this study is to explore the inner mechanism of external information technology…

Abstract

Purpose

Information technology plays a critical role in the open innovation process. The purpose of this study is to explore the inner mechanism of external information technology (IT) capability that affects open innovation performance.

Design/methodology/approach

In this paper, responses to 232 questionnaires from different firms were collected in China. Then, the proposed hypotheses were tested using regression analysis by statistical product and service solutions (SPSS).

Findings

The results indicate that external knowledge integration plays a mediating role in the relationship between external IT capability and open innovation performance, openness breadth positively moderates the influence of external IT capability on external knowledge integration and openness depth negatively moderates the relationship between external IT capability and external knowledge integration.

Practical implications

The results, which are based on Chinese responses, provide useful suggestions for firms in China. To use external IT capability to improve open innovation performance, firms should not only stress the role of external knowledge integration but also consider their search strategy.

Originality/value

Both researchers and practitioners are interested in the relationship between information technology and open innovation. However, the way in which the inner mechanism of external IT capability affects open innovation performance has not been thoroughly researched. Based on knowledge integration theory, the authors construct a model that includes external IT capability, external knowledge integration, search strategy and open innovation performance. The results of this paper confirm the mediating and moderating roles of external knowledge integration and search strategy, respectively.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 14 May 2018

Xiaoxiao Shi and Qingpu Zhang

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…

1660

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.

Details

Journal of Organizational Change Management, vol. 31 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 25 November 2019

Preecha Chaochotechuang, Farhad Daneshgar and Stefania Mariano

The purpose of this paper is to advance knowledge by exploring how small and medium enterprises (SMEs) search for external knowledge in their open innovation processes…

Abstract

Purpose

The purpose of this paper is to advance knowledge by exploring how small and medium enterprises (SMEs) search for external knowledge in their open innovation processes, and how the search can be advanced.

Design/methodology/approach

This exploratory research employs a qualitative multiple case study design. A literature review of open innovation in SMEs and external knowledge search is used to build the premises of this study. Semi-structured interviews with eight SMEs are employed to collect subsequent exploratory empirical data.

Findings

This exploratory study revealed that SMEs adopted a combination of cognitive and experiential search heuristics where cognitive search was practiced during the innovation research process when searching for external knowledge, whilst experiential search was practiced during the innovation development process. Concerning the search space, this study found that SMEs mainly explored local knowledge, and occasionally pursued distant knowledge when confronted with complex problems. The reason for the above behavior was explained to be related to the reduction of costs and risks associated with innovation activities.

Originality/value

External knowledge plays a pivotal role in open innovation. Although extant studies have shed some light on how large firms search for external knowledge, however, it is not clear how SMEs search for external knowledge. Moreover, this study focuses on learning about both the search space and the search heuristics at both the research and the development stages of the innovation process.

Details

European Journal of Innovation Management, vol. 23 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

1 – 10 of over 63000