American Productivity and Quality Center Best Practices Study: Using Open Innovation to Generate Ideas

2014 ◽  
pp. 319-338
Author(s):  
Christopher W. Miller ◽  
G. Anne Orban ◽  
Becky Partida ◽  
Andrea Stroud ◽  
Paige Leavitt
Keyword(s):  
Best Practices ◽  
Open Innovation

UNLOCKING THE INNOVATION POTENTIAL IN LARGE FIRMS THROUGH TIMELY AND MEANINGFUL INTERACTIONS WITH YOUNG VENTURES

2017 ◽  
Vol 21 (01) ◽  
pp. 1750009 ◽  
Author(s):  
BABKE N. HOGENHUIS ◽  
ELLIS A. VAN DEN HENDE ◽  
ERIK JAN HULTINK
Keyword(s):  
Best Practices ◽  
Cultural Differences ◽  
Open Innovation ◽  
Large Firm ◽  
Positive Impact ◽  
Large Firms ◽  
Roles And Responsibilities ◽  
Innovation Potential ◽  
Set Up ◽  
Operational Issues

Since the introduction of open innovation (OI), both firms and academics have widely acknowledged the potential of unlocking large firms’ innovation potential through interactions with external parties, such as young ventures. These asymmetric partnerships are prone to several problems related to communication, roles and responsibilities, cultural differences, and operational issues, for which solutions and best practices have been proposed. However, all these solutions focus on the partnership itself; hence, on the “Get & Manage (GM)” stages. Unfortunately, the processes leading to a partnership; i.e., the “Want & Find (WF)” stages before the partnership, have largely been overlooked. The central thesis of this manuscript is that solutions that are implemented in the early “WF” stages have a positive impact on the outcomes of an asymmetric large firm — young venture partnership. We will show that attention to set-up and communication efforts in these early stages is needed, and discuss how our detailed explanations of such fruitful solutions contribute to the extant literature on asymmetric OI collaborations.

A Note on Corporate Open Innovation: Engagement with Startups

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Diana Joseph ◽  
Arthur A Boni ◽  
Dennis Abremski
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Open Innovation ◽  
Research Study ◽  
Extensive Survey ◽  
Digital Medicine ◽  
Expert Interview ◽  
Innovation Strategies ◽  
Health Markets

This Note summarizes our findings based on an exploratory and initial global research study of best practices for organizations employing open innovation business model strategies. We utilized an expert interview approach to develop a survey that was taken during the Covid-19 pandemic. It was meant to assess open innovation strategies and tactics, particularly focused on partnering with startups and emerging companies. We worked with a cohort of Corporate Accelerator Forum (CAF) members (as experts), prior to a more extensive survey of corporations concerning their engagement with startups. Our experts included key leadership from Techstars, Bayer CoLaborator, and Illumina Accelerator. We plan a broader, more extensive survey of national and international companies as a follow up.  Our results highlight and provide commentary on current industry practices and trends during the Covid-19 pandemic, and have applicability to the biopharma, MedTech, and digital medicine/health markets.

scholarly journals Project Management in the Development of Dynamic Capabilities for an Open Innovation Era

2021 ◽  
Vol 7 (3) ◽  
pp. 164
Author(s):  
Vânia Patrício ◽  
Renato Lopes da Costa ◽  
Leandro Pereira ◽  
Nelson António
Keyword(s):  
Project Management ◽  
Qualitative Study ◽  
Best Practices ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Structured Interviews ◽  
Knowledge Accumulation ◽  
Learning Practices ◽  
Insight Into

The aim of the research is to explain how Project Management (PM) ensures the accumulation, integration, utilization, and reconfiguration of the capabilities and knowledge acquired in projects in order to build dynamic capabilities (DCs). This study also gives insight into how PM can develop DCs through the identification and implementation of project management opportunities. The result of 22 semi-structured interviews with 22 participants from 9 companies of different industries are detailed and framed within theoretical dimensions of DCs: knowledge accumulation, integration, utilization, reconfiguration, sensing, and seizing. As a result, we present the best practices, techniques, and PM tools that allow leveraging DCs in organizations. This qualitative study contributes to a theoretical and empirical discussion about how PM transforms knowledge acquired in projects into routines and learning practices that allow organizations to develop or reshape capabilities.

scholarly journals CHALLENGES, CHANCES, ALTERNATIVES FOR SMES AND THE THEORY OF „DEGROWTH"

2017 ◽  
Vol XIX (2) ◽  
pp. 245-249
Author(s):  
Katalin Takacs-Gyorgy
Keyword(s):  
Best Practices ◽  
Social Relationships ◽  
Business Model ◽  
Open Innovation ◽  
Innovation Process ◽  
Strategic Thinking ◽  
Business Strategies ◽  
Strategic Partnerships ◽  
Sustainable Economy ◽  
Reallocation Of Resources

To be successful strategic thinking from SMEs is required, they have to give appropriate answers to the changes that fit and serve the sustainable economy. It is characteristic that SMEs concentrate mainly on surviving and on daily stability, yet – despite of the frequently mentioned idea – they realize the necessity of renewal, and they are fond of innovation. The question arose: what kind of business model do we need. Future means that the reappraisal of the values based on trust, reallocation of resources, social relationships, restructuring factors of production, localization, reuse and recycling must be implemented in business strategies, showing the direction of innovation. It is important to define the role and place of the SMEs in innovation process in the context of de-growth, like innovation – imitation. Synthesis – open innovation, observation and adaptation of best practices, cooperation based on trust, participation in strategic partnerships. In the study messages of sustainable economy and ‘degrowth’ is summarized. Answers are being looked for the question: what kind of behavior and strategies are appropriate for the SMEs for successful renewal.

Open Innovation Best Practices

2019 ◽  
pp. 133-151
Author(s):  
Henry Chesbrough
Keyword(s):  
Best Practices ◽  
Environmental Sustainability ◽  
Open Innovation ◽  
Strong Growth ◽  
Innovation Practices ◽  
Over Time

Open Innovation can be a powerful engine for growth, if properly managed. P&G was an early, powerful trendsetter in achieving growth from Open Innovation. Open Innovation also can be valuable as a tool to enable environmental sustainability, as seen by Enel and Carlsberg However, even organizations who embody effective Open Innovation practices can have trouble sustaining growth over time. Practices that initially led to strong growth have been followed by periods of declining revenue, or even bankruptcy. Both Qwirky and P&G have struggled to sustain growth via Open Innovation. Open Innovation requires a certain mindset to sustain growth over time. Following the best practices alone may not keep the company ahead of its competitors. Following Open Innovation principles may prove more enduring.

scholarly journals Managing (Open) Innovation Projects

2020 ◽  
Author(s):  
Hendro Wicaksono
Keyword(s):  
Best Practices ◽  
Open Innovation ◽  
Triple Helix ◽  
Innovation Management ◽  
Triple Helix Model ◽  
Innovation Projects ◽  
Innovation Project

This presentation introduces the concept of innovation and innovation management. It also explains the different open innovation models based on the triple helix and the implementation of triple helix model 3 in Germany. Finally, it gives examples of best practices to manage an open innovation project.

scholarly journals Value Creation in Innovations Crowdsourcing. Example of Creative Agencies

2013 ◽  
Vol 4 (1) ◽  
pp. 72-103 ◽  
Author(s):  
Andrius Agafonovas ◽  
Raimonda Alonderienė
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Value Creation ◽  
Open Innovation ◽  
Idea Generation ◽  
Extended Analysis ◽  
Motivational Model ◽  
Successful Business ◽  
Depth Interviews ◽  
Potential Customers

Innovations are crucial for most of the companies to survive. However, the concept of innovation has become broader, including new forms of open innovation, such as crowdsourcing. The aim of this paper is to define the business model of a crowdsourcing-driven organization to create value. Empirical research consists of case studies on current crowdsourcing platforms, focus groups with potential crowd members and in-depth interviews with potential customers of creative agencies. Best practices were combined with solutions for closing the most significant gaps in order to create a successful business model. The developed model suggests separating the crowd into free users and an empowered core team and enabling collaboration. Moreover, an innovative motivational model is introduced. Due to a three-step sequence of solution/idea generation, superior value is proposed to the customer. Another competitive advantage should be flexibility and adaptability to the customer’s needs. The paper is original since extended analysis of all crowdsourcing stakeholders is delivered. It also has practical value proposing a business model for creative agencies.

scholarly journals How Networking Empirically Influences the Types of Innovation?: Pardis Technology Park as a Case Study

2013 ◽  
Vol 2 (3) ◽  
Author(s):  
Amir Mirzadeh Phirouzabadi ◽  
M Mahmoudian ◽  
M Asghari
Keyword(s):  
Best Practices ◽  
Open Innovation ◽  
Product Innovation ◽  
Market Society ◽  
Competitive Edge ◽  
Marketing Process ◽  
Technology Park ◽  
Before And After ◽  
Negative Growth

Nowadays, Innovation can be named as one of the best practices as quality, speed, dependability, flexibility and cost which it helps organization enter to new markets, increase the existing market share and provide it with a competitive edge. In addition, organizations have moved forward from “hiding idea (Closed Innovation)” to “opening them (Open Innovation)”. Therefore, concepts such as “open innovation” and “innovation network” have become important and beneficial to both academic and market society. Therefore, this study tried to empirically study the effects of networking on innovations. In this regard, in order to empirically explore how networking influences innovations, this paper used types of innovations based on OCED definition as organizational, marketing, process and product and compared their changes before and after networking of 45 companies in the network Pardis Technology Park as a case study. The results and findings showed that all of the innovation types were increased after jointing the companies to the network. In fact, we arranged these changing proportions from the most to the least change as marketing, process, organizational and product innovation respectively. Although there were some negative growth in some measures of these innovations after jointing into the network.

A Survey of Speech-Language Pathologists' Approaches to Assessing Social Communication Disorders in Children

2020 ◽  
pp. 1-17
Author(s):  
Kristen Izaryk ◽  
Robin Edge ◽  
Dawn Lechwar
Keyword(s):  
Best Practices ◽  
Communication Disorders ◽  
Assessment Tools ◽  
Self Report ◽  
Speech Language Pathologists ◽  
Teacher Report ◽  
Formal Assessment ◽  
Language Sampling ◽  
Specific Assessment ◽  
Social Communication Disorders

Purpose The purpose of this article is to explore and describe the approaches and specific assessment tools that speech-language pathologists are currently using to assess social communication disorders (SCDs) in children, in relation to current best practices. Method Ninety-four speech-language pathologists completed an online survey asking them to identify which of the following approaches they use to assess children with SCD: parent/teacher report, naturalistic observation, formal assessment, language sample analysis, interviews, semistructured tasks, and peer/self-report. Participants were also asked to identify specific assessment tools they use within each approach. Results Participants most commonly assess SCDs by combining interviews, naturalistic observation, language sampling, parent/teacher report, and formal assessment. Semistructured tasks and peer/self-report tools were less frequently utilized. Several established parent/teacher report and formal assessment tools were commonly identified for assessing SCDs. Most participants use an informal approach for interviews, language sampling, and naturalistic observations in their SCD assessment process. Conclusions Generally, participants follow best practices for assessing SCDs by combining several different approaches. Some considerations for future assessment are identified, including the use of established protocols in the place of informal approaches in order to make the assessment of SCDs more systematic. Future directions for research are discussed.

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