Open Innovation Platforms Fostering the Co-creation and Value Creation in a Knowledge Triangle: The Case of Tampere, Finland

2021 ◽  
pp. 163-186
Author(s):  
Mika Raunio ◽  
Nadja Nordling ◽  
Mika Kautonen ◽  
Petri Räsänen
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Knowledge Triangle

scholarly journals Research on the Development Process and Optimization Path of Crowdsourcing in China

2021 ◽  
Vol 235 ◽  
pp. 02076
Author(s):  
Yanrong Huang ◽  
Bin Huang ◽  
Min Chen
Keyword(s):  
Technological Innovation ◽  
Future Development ◽  
Value Creation ◽  
Open Innovation ◽  
Development Process ◽  
The Public ◽  
Operation Process ◽  
Development Direction ◽  
The Future ◽  
Important Form

Crowdsourcing is an important form for enterprises to realize open innovation, which can gather the wisdom of the public and gather talents from various fields to participate in technological innovation and value creation. This paper systematically reviews the emergence and development of crowdsourcing in China, analyzes the causes and characteristics of the four stages of crowdsourcing development with the clue of major events in the development process of crowdsourcing; takes the operation process of crowdsourcing as the breakthrough point, discusses the bidirectional driving optimization path for the benign rolling development of crowdsourcing mode under the background of “mass entrepreneurship and innovation”; and prospects. Finally, the future development direction of crowdsourcing mode is pointed out.

Leadership in Open Innovation

2013 ◽  
pp. 97-125 ◽  
Author(s):  
Frank Wippich
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Creation Process ◽  
Leadership Framework ◽  
Value Creation Process

Throughout the partnership interaction, leadership in Open Innovation becomes mainstream, so that everyone involved in the value creation process needs to exhibit skills along the proposed flexible leadership framework.

scholarly journals Sustaining the Family Business through Open Innovation: The Role of Technological Acquisitions in Shareholder Value Creation

2020 ◽  
Vol 12 (18) ◽  
pp. 7819
Author(s):  
He Soung Ahn
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Shareholder Value ◽  
Strong Support ◽  
Shareholder Wealth ◽  
Family Businesses ◽  
Market Participants ◽  
The Family ◽  
Study Methodology

Although technological acquisitions have attracted much attention as a prominent means of open innovation that allows firms to complement internal innovation, their shareholder value creation effects should be influenced by whether the acquiring family businesses can successfully realize technological synergies. Thus, the purpose of this paper is to investigate whether market participants perceive family businesses to create more value when undertaking technological acquisitions. Using a sample of 614 acquisitions by 71 family businesses between 2000 and 2014 in South Korea, an event study methodology is adopted. Empirical analysis yields strong support for the prediction that the stock market does not perceive family businesses to be able to create superior synergy through technological acquisitions compared to when they undertake nontechnological acquisitions. The competitive landscape also has implications for the shareholder value creation effects of technological acquisitions by family businesses. Overall, the findings of this paper provide insight into the shareholder wealth implications of technological acquisitions undertaken by family businesses.

Talenthouse India: crowdsourcing the Indian national anthem

2016 ◽  
Vol 37 (4) ◽  
pp. 12-23
Author(s):  
Tulsi Jayakumar
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
High Tech ◽  
Value Capture ◽  
Content Type ◽  
National Anthem ◽  
Study Approach ◽  
Advanced Economies ◽  
Client Firm

Purpose This paper aims to understand the process of value creation and value capture through open innovation strategies such as crowdsourcing in emerging economies (EEs) like India. The paper seeks to understand that crowdsourcing strategies offer both potential as well as challenges to value creation and capture in EEs. Design/methodology/approach The paper follows a case study approach. Building on interviews with company officials, the paper looks at the process of value creation and value capture by Talenthouse India through its unique “My Nation My Anthem” (MNMA) initiative. Findings With growing internet penetration and the presence of a demographic dividend, crowdsourcing presents high potential in EEs like India. EE firms may strategize to use the creativity and ideas of “crowds” to drive value creation and value capture. However, understanding the limits of such strategies, in particular those relating to the crowds (their composition, access to them and their motivators) and the access to technology, is important. The result of the MNMA initiative was a 52-second crowdsourced national anthem that generated sufficient value for the crowdsourcing intermediary (Talenthouse), the client firm (PVR) and the entire ecosystem. Originality/value The significance of open innovation models has been demonstrated in settings involving high-tech industries, producing high-value goods, in advanced economies. The paper finds the applicability of such models to low-tech, less mature industries, involving experience goods in EEs like India.

Value Creation and Value Capture in Open Innovation

2018 ◽  
Vol 35 (6) ◽  
pp. 930-938 ◽  
Author(s):  
Henry Chesbrough ◽  
Christopher Lettl ◽  
Thomas Ritter
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Value Capture

Open Innovation: Tensions between Value Creation and Value Capture?

2014 ◽  
Vol 2014 (1) ◽  
pp. 12282
Author(s):  
Allan N Afuah ◽  
Marcel Bogers ◽  
John E. Ettlie ◽  
John Hagedoorn ◽  
Joachim Henkel ◽  
...  
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Value Capture

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation

2020 ◽  
Vol 26 (5) ◽  
pp. 999-1020
Author(s):  
Bisan Abdulkader ◽  
Domitilla Magni ◽  
Valentina Cillo ◽  
Armando Papa ◽  
Roberto Micera
Keyword(s):  
Business Model ◽  
Business Process ◽  
Value Creation ◽  
Open Innovation ◽  
Business Process Management ◽  
Process Management ◽  
Business Model Innovation ◽  
Value System ◽  
Content Type ◽  
New Framework

PurposeBusiness process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.Design/methodology/approachTo this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.FindingsThe paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.Originality/valueThis paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

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