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The purpose of this paper is to review the evolution of policies and practices of open innovation (OI) in China under globalization.

This is a review paper. It combines historical archives and case study approaches, covering policies and practices at both the macro‐ and micro‐levels.

It is found that Chinese firms have in practice employed a variety of OI models since the reforms of science and technology systems in the mid‐1980s. Policies introduced by the Chinese Government with respect to inbound and outbound OI, as well as policies encouraging OI networks, have encouraged Chinese firms to adopt various OI modes and practices. Some critical institutional challenges still need urgent attention and effective efforts to reinforce them.

This paper aims to fill the gap in the literature by providing the first systematic review of the evolution of the policies and practices of OI in China, and exploring the implications for latecomer firms in building indigenous innovation capability. As far as the authors are aware, this is one of the first systematic review studies on OI policies and practices with a focus on emerging economies.

Despite the multiple calls for research on the dark side of open innovation, very few studies have approached the topic so far. This study aims to analyse successful and unsuccessful open innovation projects.

This study uses thematic analysis to describe the factors determining their (un)success. The researchers interviewed 27 managers and owners in the manufacturing sector. Then, the respondents were asked to discuss one successful and one unsuccessful open innovation project to explore the differences in triggers and setbacks, focusing on the causes that determined the failures.

Findings show that many interviewees are reluctant to identify failure cases, which somewhat explains the paucity of studies on the topic, and others do so when the failure is recognised by a third party (such as a public institution not granting funds to the project). This study discussed how this phenomenon is linked with the paradoxical relation between innovation success and failure. It is also found that triggers and setbacks determining the project's (un)success are markedly differently based on the technological intensity of the firm. Implications for scholars and practitioners are also drawn.

This study provides a balanced view between open innovation successes and failures to offer informative recommendations to practitioners. Furthermore, it contributes to filling the scarcity of studies related to risks and failures of open innovation projects. This gap has been addressed by studying the factors that determine the success and unsuccess of an open innovation project.

The purpose of this paper is to examine the influence of inside‐out open innovation (as opposed to closed innovation) on firm innovation performance. Inside‐out open innovation involves the exploitation of existing internal technologies through innovation and commercialization.

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.

The results reveal that companies that emphasize inside‐out open innovation are more likely to create radical innovations and tend to sell a greater number of new products. Companies pursuing closed innovation are more likely to exhibit a higher incremental product innovation performance.

The cross‐sectional data approach and its dependency on the perceptions and experiences of the respondents has its limitations. Future research should extend the focus and concept of this study and explore additional closed and open innovation strategies.

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 and implications for managers involved in the R&D processes, fills a gap in the innovation management literature.

The integration of industry 4.0 has become a priority for many organizations. However, not all organizations are suitable and capable of implementing industry 4.0 because it requires a dynamic and flexible implementation strategy. The implementation of industry 4.0 often involves overcoming several tensions between internal and external stakeholders. This paper aims to explore the paradoxical tensions that arise for health-care organizations when integrating industry 4.0. Moreover, it discusses how a paradox lens can support the conceptualization and proposes techniques for handling tensions during the integration of industry 4.0.

This qualitative and in-depth study draws upon 32 semi-structured interviews. The empirical case concerns how two health-care organizations handle paradoxical tensions during the integration of industry 4.0.

The exploration resulted in six recurring technology tensions: technology invention (modularized design vs. flexible design), technology collaboration (automation vs. human augmentation), technology-driven patient experience (control vs. autonomy), technology uncertainty (short-term experimentation vs. long-term planning), technology invention and diffusion through collaborative efforts among stakeholders (selective vs. intensive collaboration) and technological innovation (market maintenance vs. disruption).

A paradox theory-informed conceptual model is proposed for how to handle tensions during the integration of industry 4.0. To the best of the authors’ knowledge, this is the first paper to introduce paradox theory for quality management, including lean and Six Sigma.

This paper aims to explore the importance of three information technology (IT) capabilities, namely, outside-in, spanning and inside-out in the development of tourism supply chain (TSC) agility and resilience. Furthermore, the study also explored the moderating role of technology orientation (TO) on the proposed linkages.

The study adopted a multi-unit study of TSC. Consequently, perceptual data were gathered from two prominent entities in a typical TSC, namely, hotel managers and travel and tour operators. The responses were gathered using an email survey and were analysed using partial least squares in SmartPLS 2.0.M3.

Based on 221 completed responses, our study showed outside-in IT capability as an essential enabler for tourism agility and resilience. While spanning IT capability did not have any significant influence on tourism agility; it is a prominent enabler for tourism resilience. Inside-out IT capability did not have any significant influence on tourism resilience; however, it is a prominent enabler of tourism agility. Furthermore, TO was found as a positive moderator in outside-in IT capability? tourism agility; outside-in IT capability? tourism resilience linkages. Furthermore, it also acted as a positive moderator in spanning IT capability? tourism resilience linkage and inside-out IT capability? tourism agility linkage.

The study is the foremost to explore the importance of IT capabilities in the development of dynamic capabilities of agility and resilience in tourism. Furthermore, the study also is the foremost to explore the contingent role of TO in enhancing the influence of IT capabilities in tourism agility and resilience.

本论文探索三大IT能力通过引进来、跨境、和走出去等方式, 在旅游供应链变化和弹性方面的重要性。此外, 本论文还探索了在其关系中科技导向的调解作用。

本论文采样了旅游供应链的多单元数据。因此, 两大旅游供应链团体的数据被采集：酒店经理和旅游和旅行团。采样方式采取邮件问卷的方式, 数据采用 M3 软件使用偏最小方程来计算SmartPLS 2.0

完整样本量为221份。 本论文结果表明, 引进来IT能力是旅游变化和弹性的有效作用者。然而, 跨境IT能力并没有对旅游变化有显著效果；其对旅游弹性却有着显著作用。走出去IT能力对于旅游弹性没有显著效果；然而, 其对旅游变化有着显著效果。此外, 科技导向在引进来IT→旅游变化；引进来IT能力→旅游弹性等关系中起到有效调解作用。还有, 科技导向对于跨境IT能力→旅游弹性以及走出去IT能力→旅游变化的关系中起到积极调解作用。

本论文是首篇探索IT能力在旅游多样变化和弹性发展中的作用的文章。此外, 本论文还是首篇探索科技导向在加强IT能力对旅游变化和弹性中的影响的文章。

关键词 – 旅游、变化、弹性、科技导向、it能力

A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. But this logic constrains the subsequent search for new, alternative models for other technologies later on. This logic gives rise to two behaviors that affect the implementation of Open Innovation inside organizations. The well-known Not-Invented-Here syndrome constrains the use of Outside-in Open Innovation, while a new syndrome we identify, the Fear of Looking Foolish, constrains the use of Inside-out Open Innovation. We focus particularly on the latter behavioral constraint in this chapter and present three mini-cases that demonstrate the constraints in action. We then sketch possible managerial solutions to overcome these behaviors.

Proposes that firms of different Miles and Snow strategic types will have different bundles of firm‐level capabilities; that is, certain capabilities will be more important to certain strategic types. Specifically, proposes that prospectors have greater relative inside‐out capabilities and information technology capabilities, while defenders have greater relative outside‐in capabilities and marketing capabilities. Empirically tests, and finds support for, the propositions using a data set of 245 Chinese firms, comprised mostly of state‐owned enterprises. Understanding the Chinese business environment is of importance to businesses around the world as the Chinese economy undergoes rapid expansion and decentralization of strategic decision making to the level of the state‐owned enterprise. As the central government takes on a lesser role in the management of enterprises, and Chinese enterprise managers become more responsible for their own strategic decision making, a clear understanding of the enterprise's specific capabilities and advantages is required in order to achieve sustained competitive advantage. Concludes by discussing managerial implications.

The role of information and communication technologies (ICTs) and digital platforms in enabling connectivity and collaboration among actors is neglected when dealing with outbound open innovation (OI). Moreover, the outbound OI process is not currently defined in a univocal way. Thus, this paper aims to outline the outbound OI phases and to explore role and capabilities of ICTs in supporting it.

Through a literature review approach, the authors specified the outbound OI process. Hence, the authors leveraged the similarities between the knowledge management process phases and the outbound OI phases for developing a conceptual framework that could match the outbound OI phases with acknowledged categories of ICT tools.

Through a process-view, the authors outlined outbound OI as a three-phase process. The authors developed a matrix-shaped framework in which the columns represent the three outbound OI process phases, while the rows are three ICT categories that could be suitable for supporting the outbound OI process.

The framework is designed to guide a deep understanding of how ICTs could support specific phases of the outbound OI process. In so doing, it could be useful for software developers interested in the preliminary design of an ICT platform for outbound OI.

The conceptual framework proposal as follows: specifies a detailed, process-oriented definition of the outbound OI; allows to identify the main ICT categories supporting the phases of the outbound OI process; and provides guidance for further exploration about the role of ICT in outbound OI.

The aim of this paper is twofold: first, to provide further insights into the challenges and opportunities that arise from simultaneously being an entrant and an incumbent and, second, to help these firms effectively use supply chain management capabilities to respond to disruptive threats.

This is an “insights from industry” paper. It is based on a retrospective analysis of rich data obtained at the SIRIUS Chair in Toulouse, France, from an important cluster of aerospace firms and the authors’ accumulated experience.

The authors found that under conditions of disruptive change, the ability to make the final customer the focal point and to build a comprehensive understanding of the overall supply network are key in shaping and taking advantage of future opportunities. These abilities enable firms to analyze different scenarios and identify the roles they want to play, the collaborations they need to establish and the possible internal changes required.

This paper offers several new perspectives from practice. The authors analyze two types of space industry innovations: individual small satellites (or “smallsats”) and smallsat constellations. Three types of capabilities are focused on: inside-out, outside-in and spanning. Disrupt-or-be-disrupted does not fully describe the dynamics the authors observed; cooperative competition and complementarity provide a better framework for ideas on how to cope with disruptive opportunities.

Open innovation in start-ups is a relatively unexplored field and studies focusing on collaborative innovation between start-ups with large companies seen from the former’s point of view are virtually inexistent. The authors address this gap in an exploratory study built on in-depth case studies. The purpose of this paper is to illustrate how start-ups successfully organize and manage open innovation with large companies. The paper highlights common challenges and barriers faced by start-ups in adopting open innovation practices along with its benefits for them.

This is an exploratory study based on two case studies. The cases are diligently selected to examine two key forms of open innovation – inbound and outbound open innovation – in start-ups.

The paper provides an insight on how start-ups organize and manage open innovation activities with large companies and how it benefits them in overcoming liability of newness and smallness. The practices significantly differ from those followed in large companies. The paper highlights the advantages and challenges of inbound and outbound open innovation for start-ups. This paper also ascertains the crucial role of start-up manager for successful implementation of open innovation and shows how start-up’s managers with prior experience of working in/with a large company can proficiently deal with the larger counterpart in the innovation network.

This research is based on exploratory case studies so the conclusions drawn from these two cases may be hard to generalize. The findings of the study could be used for further development of the theoretical framework. Future research, including quantitative studies, will be helpful in examining the conclusions and providing more in-depth understanding of open innovation in start-ups.

The paper includes several practical implications for the managers including the role start-up managers play in organizing and managing open innovation activities. Furthermore, this paper suggests how start-ups could orchestrate open innovation ecosystem.

The paper is a step forward in filling the literature gap about open innovation and start-ups with some definite implications for start-up managers. A lot is written about the collaboration between large firms and start-ups from a former’s point of view but the start-up’s perspective has been left unexplored.