Uncovering the micro-foundations of knowledge sharing in open innovation partnerships: An intention-based perspective of technology transfer

2020 ◽  
Vol 152 ◽  
pp. 119906 ◽  
Author(s):  
Veronica Scuotto ◽  
Orlando Beatrice ◽  
Cillo Valentina ◽  
Melita Nicotra ◽  
Leonardo Di Gioia ◽  
...  
Keyword(s):  
Technology Transfer ◽  
Knowledge Sharing ◽  
Open Innovation ◽  
Micro Foundations

Exploring the Role of Open Innovation Intermediaries

2020 ◽  
pp. 1386-1402
Author(s):  
Pierre-Jean Barlatier ◽  
Eleni Giannopoulou ◽  
Julien Pénin
Keyword(s):  
Technology Transfer ◽  
Transaction Costs ◽  
Open Innovation ◽  
Innovation Process ◽  
Public Research ◽  
Innovation Intermediaries ◽  
Diffusion Of Knowledge ◽  
Innovation Practices ◽  
And Diffusion

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Collaborative Networks

2013 ◽  
pp. 1638-1653
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Collaborative Networks

2011 ◽  
pp. 169-184
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Individual and Institutional Drivers of Technology Transfer in Open Innovation

2013 ◽  
Vol 27 (1) ◽  
pp. 27-39 ◽  
Author(s):  
Giancarlo Lauto ◽  
Massimo Bau' ◽  
Cristiana Compagno
Keyword(s):  
Technology Transfer ◽  
Open Innovation ◽  
Systems Of Innovation ◽  
Codified Knowledge ◽  
Academic Organizations ◽  
Regional Systems ◽  
Complex Forms ◽  
Regional Systems Of Innovation ◽  
Institutional Drivers

The open innovation perspective offers a powerful framework which can be used in developing an understanding of the relationships that are established between academia and industry in the process of technology transfer. This paper develops a fourfold classification of technology transfer activities based on consultancy and the protection of intellectual property rights, and identifies the factors characterizing each activity. An empirical study was conducted with a sample of 249 researchers affiliated to Italian universities and the results indicate that specific forms of technology transfer are associated with particular configurations of regional systems of innovation, academic organizations and the motivations of researchers. The authors find that exchanges of tacit knowledge benefit from social interaction, while those based on codified knowledge are less context-dependent. In addition, more complex forms of technology transfer – those combining tacit and codified knowledge – require a broader endowment of resources, at both individual and contextual levels.

scholarly journals The Moderating Effects of Dynamic Capability on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry

2020 ◽  
Vol 8 (1) ◽  
Author(s):  
Heather Johnson
Keyword(s):  
Literature Review ◽  
Knowledge Sharing ◽  
Systematic Literature Review ◽  
Open Innovation ◽  
Radical Innovation ◽  
Biotechnology Industry ◽  
Dynamic Capability ◽  
Incremental Innovation ◽  
Moderating Effects ◽  
Pharmaceutical Biotechnology

The purpose of this paper is to conduct a quantitative, integrative and systematic literature review of the moderating effects of dynamic capability associated with radical innovation and incremental innovation teams in the global pharmaceutical biotechnology industry. This paper utilizes a conceptual framework of dynamic capability and socio-technical theory to underpin the study. The study includes 250 articles which were originally surveyed, and then a final selection of 66 articles was based on a structured coding system. The study outcome reveals that knowledge sharing strengthens existing professional knowledge and enhances internal work coordination and consistency in employees’ behavior, and effectively integrates diverse team knowledge and experience. Open innovation has a positive effect on radical innovation and enables knowledge acquisition to form a symbiotic relationship with knowledge sharing. Learning orientation has a stronger effect on incremental innovation than on radical innovation. The limitations of the study are related to a systematic literature review for this research does not establish causality. The mediating effects of dynamic capability on teams are not explored for this research. The implications for management are as follows, teams must be given the autonomy to make decisions from a technical perspective. Tacit knowledge, open innovation, knowledge acquisition and learning orientation are areas in which priority must be given during and after acquisitions in the pharmaceutical biotechnology industry.

scholarly journals An Integrative Model for Technology-Driven Innovation and External Technology Commercialization

2013 ◽  
pp. 59-78 ◽  
Author(s):  
Johan Henk Maarse ◽  
Marcel Bogers
Keyword(s):  
Technology Transfer ◽  
Open Innovation ◽  
Product Line ◽  
Integrative Model ◽  
Technology Commercialization ◽  
Firm Boundaries ◽  
Holistic Perspective ◽  
Holistic Understanding ◽  
Practical Tool

This chapter proposes an integrative model for internal and external commercialization of technology-driven innovation. It particularly addresses how firms can practically use external technology commercialization, which is a type of open innovation that is not yet fully understood by academics and managers alike. The chapter first reviews dominant literature and frameworks in the areas of innovation, technology-driven innovation, and external technology commercialization. It subsequently develops an integrative model of technology-driven innovation and external technology commercialization, which combines various extant frameworks of internal and external commercialization of internal technologies and thereby provides a holistic understanding of what it takes to successfully commercialize technology. The model presents various phases in the process from technology to commercialization, such as divergence, convergence, technology transfer, development, validation, commercialization, and product line expansion, and presents the relevant intersections and the alternative commercialization paths. Hereby, this chapter provides a holistic perspective and a practical tool for managers seeking viable commercialization opportunities inside or outside of their firm boundaries.

The significance of knowledge sharing platforms for open innovation success

2019 ◽  
Vol 32 (5) ◽  
pp. 496-516 ◽  
Author(s):  
Wissal Ben Arfi ◽  
Rickard Enström ◽  
Jean Michel Sahut ◽  
Lubica Hikkerova
Keyword(s):  
Knowledge Sharing ◽  
New Product Development ◽  
Open Innovation ◽  
Joint Venture ◽  
Single Case ◽  
Deep Understanding ◽  
Product Development Process ◽  
Content Type ◽  
Performance Results

Purpose The purpose of this paper is to contribute to the theoretical background on how organizational change (OC) enhances open innovation (OI) processes and enables a company to reach performance results through implementing knowledge sharing platforms (KSPs). The authors aim to better understand and investigate how the changes introduced by the implementation of KSPs impact the OC and facilitate the OI process. Design/methodology/approach In this paper, an exploratory longitudinal single case study based on a variety of data sources is used: participant observations, focus group discussions and semi-structured interviews with the KSP members and top managers of a Tunisian SME operating in the dairy products sector. The open-ended responses were subsequently exposed to thematic discourse analysis. Findings The case study findings deeply explore and investigate a company’s experience in implementing OCs when using a joint-venture alliance with a French leader to develop OI. Central to this exhibit is the nature and magnitude of the knowledge sharing between the parties in the OI process, and the significant impact it had on the consumers’ reception of the new products. The outcomes show that due to the sharing of external research and development skills, the creation of the KSP has been an incentive for significant changes and customer targeting and for promoting internal absorptive capacity, minimizing complexity, uncertainty and risks and reaching performance results. Originality/value This paper provides a deep understanding of the new product development process and offers a holistic approach with respect to KSP practices. The significant impact on the consumers’ first response and the subsequent adaption of an industrially produced cheese as a subsidiary product to an existing artisan quality product are examined in this study. Examining the implementation of an OI process, this research is one of the few studies revealing the shortcomings of a former process and a subsequent adaption of a newly successful one that targets the consumers in a MENA country.

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