scholarly journals Opening up the Agile Innovation Process

2010 ◽  
pp. 348-349
Author(s):  
Kieran Conboy ◽  
Brian Donnellan ◽  
Lorraine Morgan ◽  
Xiaofeng Wang
Keyword(s):  
Innovation Process ◽  
Opening Up

scholarly journals Prediction Markets for Crowdsourcing

2018 ◽  
Author(s):  
Christian Horn ◽  
Marcel Bogers ◽  
Alexander Brem*
Keyword(s):  
Stock Market ◽  
Open Innovation ◽  
Innovation Process ◽  
Business Practice ◽  
Prediction Markets ◽  
Knowledge Sources ◽  
Prediction Market ◽  
Online Platform ◽  
External Knowledge ◽  
Opening Up

Crowdsourcing is an increasingly important phenomenon that is fundamentally changing how companies create and capture value. There are still important questions with respect to how crowdsourcing works and can be applied in practice, especially in business practice. In this chapter, we focus on prediction markets as a mechanism and tool to tap into a crowd in the early stages of an innovation process. The act of opening up to external knowledge sources is also in line with the growing interest in open innovation. One example of a prediction market, a virtual stock market, is applied to open innovation through an online platform. We show that use of mechanisms of internal crowdsourcing with prediction markets can outperform use of external crowds.

scholarly journals Opening up the innovation process: towards an agenda

2006 ◽  
Vol 36 (3) ◽  
pp. 223-228 ◽  
Author(s):  
Oliver Gassmann
Keyword(s):  
Innovation Process ◽  
Opening Up

scholarly journals Practising open innovation: a framework of reference

2017 ◽  
Vol 23 (6) ◽  
pp. 1311-1336 ◽  
Author(s):  
Cinzia Battistella ◽  
Alberto Felice De Toni ◽  
Elena Pessot
Keyword(s):  
Decision Making ◽  
Open Innovation ◽  
Design Methodology ◽  
Empirical Investigation ◽  
Innovation Process ◽  
Point Of View ◽  
Content Type ◽  
Exploratory Survey ◽  
Decision Making Processes ◽  
Opening Up

Purpose This work provides new insights into possible managerial choices and development directions for practising open innovation (OI) in companies. The purpose of this paper is to explore the different practices, actors and tools adopted for opening up the innovation process, in particular, by small- and medium-sized enterprises (SMEs) that are still facing difficulties in its implementation. Design/methodology/approach The paper is based on a literature review and an exploratory survey of a sample of 85 European SMEs. Findings The study identifies a total of 23 practices, 20 actors and 11 tools involved in the OI processes of companies. It highlights, through literature and empirical evidence, how different combinations of practices, actors and tools are put into practice. Research limitations/implications The developed framework offers new insights both from OI literature and from practitioners’ point of view into the supporting decision-making processes regarding which practices to implement, tools to adopt and actors to collaborate with. A wider investigation is recommended to include more variables to define the differences among the combinations of practices, actors and tools in terms of types of innovation (e.g. product, process, etc.), the openness degree and other contextual factors. Originality/value The originality of this paper is based on the fact that it focusses on a practical perspective of OI implementation, building a framework of reference from previous literature and empirical investigation.

Opening up the innovation process: the role of technology aggressiveness

2009 ◽  
Vol 39 (1) ◽  
pp. 38-54 ◽  
Author(s):  
Ulrich Lichtenthaler ◽  
Holger Ernst
Keyword(s):  
Innovation Process ◽  
Opening Up

Opening up the Innovation Process

2008 ◽  
pp. 143-163 ◽  
Author(s):  
Sladjana Vujovic ◽  
John Parm Ulhøi
Keyword(s):  
Innovation Process ◽  
Opening Up

Opening up the innovation process

2006 ◽  
Vol 16 (1) ◽  
pp. 14-17 ◽  
Author(s):  
L. Collins
Keyword(s):  
Innovation Process ◽  
Opening Up

Ambidextrous Organizational and Individual Competencies in Open Innovation: The Dawn of a new Research Agenda

2014 ◽  
Vol 2 (1) ◽  
pp. 9-46 ◽  
Author(s):  
Joachim Hafkesbrink ◽  
Markus Schroll
Keyword(s):  
Open Innovation ◽  
Research Agenda ◽  
Innovation Process ◽  
Exploration And Exploitation ◽  
Conceptual Approach ◽  
Organizational Competencies ◽  
New Research ◽  
Opening Up ◽  
Early Phases ◽  
New Framework

This paper describes a conceptual approach to individual and organizational competencies needed for Open Innovation (OI) using a new ambidexterity model. It starts from the assumption that the entire innovation process is rarely open by all means, as the OI concept may suggest. It rather takes into consideration that in practice especially for early phases of the innovation process the organization and their innovation actors are opening up for new ways of joint ideation, collaboration etc. to gain a maximum of explorative performance and effectiveness. Though, when it comes to committing considerable resources to development and implementation activities, the innovation process usually closes step by step as efficiency criteria gain ground for a maximum of knowledge exploitation. The ambidexterity model of competences for OI refers to these tensions and provides a new framework to understand the needs of industry and Higher Education Institutes (HEI) to develop appropriate exploration and exploitation competencies for OI.

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