Crowdsourcing in Open Strategy: What Can Open Strategy Learn from Open Innovation?

Over the past two decades, openness (e.g. ‘open’ innovation, ‘open’ education and ‘open’ strategy) has been of increasing interest for researchers and of increasing relevance to practitioners. Openness is often deeply embedded in information technology (IT) and can be both a driver for and a result of innovative IT. To clarify the concept of “openness”, we provide an overview of the scope of cross-disciplinary research on openness. Based on this overview, we develop a framework of openness, which proposes a higher-order concept of “openness” characterised by transparency, access, participation and democracy. The framework further distinguishes open resources, open processes and the effects of opening on particular domains. To provide the historical context and to appreciate the role of IT in openness, we discuss two historical examples of openness: the introduction of an open science model in academia (openness without IT) and the emergence of open source software development (openness with IT). We conclude by highlighting some concerns with and limitations of “openness”.

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A communication perspective on open strategy and open innovation

Managementforschung ◽

10.1365/s41113-017-0015-6 ◽

2017 ◽

Vol 27 (1) ◽

pp. 5-25 ◽

Cited By ~ 10

Author(s):

Leonhard Dobusch ◽

Waldemar Kremser ◽

David Seidl ◽

Felix Werle

Keyword(s):

Open Innovation ◽

Open Strategy

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Open Innovation and Open Strategy: Epistemic and Design Dimensions

Cambridge Handbook of Open Strategy ◽

10.1017/9781108347921.004 ◽

2019 ◽

pp. 41-58

Author(s):

Georg von Krogh ◽

Nina Geilinger

Keyword(s):

Open Innovation ◽

Open Strategy

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Appropriation strategies and open innovation in SMEs

International Small Business Journal Researching Entrepreneurship ◽

10.1177/0266242616654957 ◽

2016 ◽

Vol 35 (5) ◽

pp. 578-596 ◽

Cited By ~ 9

Author(s):

Mark Freel ◽

Paul J Robson

Keyword(s):

Intellectual Property ◽

Open Innovation ◽

Threshold Effect ◽

Ip Protection ◽

Protection Mechanisms ◽

Open Strategy

Drawing upon data from the fifth UK Innovation Survey, this article sheds light on how management choices on the nature of appropriation relate to management choices on the degree of openness within small and medium-sized enterprises (SMEs). To this end, our findings indicate a threshold effect of both informal and formal appropriation mechanisms on the likelihood of engaging in both coupled and inbound open innovation. That is, an emphasis on appropriation appears to be important in shifting firms from a closed to an open strategy. There is, however, little evidence that either approach to appropriation increases the extent of open innovation. In this, only informal intellectual property (IP) protection mechanisms associate with an increasing extent of inbound open innovation.

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Speeding-Up Innovation with Business Hackathons

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2019.11.263 ◽

2019 ◽

Vol 2 (1) ◽

Cited By ~ 2

Author(s):

Myrna FLORES ◽

Matic GOLOB ◽

Doroteja MAKLIN ◽

Christopher TUCCI

Keyword(s):

United Kingdom ◽

Open Innovation ◽

Entrepreneurial Ecosystems ◽

The United Kingdom ◽

Short Period ◽

User Centric ◽

Specific Challenge ◽

Innovation Outcomes ◽

The Way

In recent years, the way organizations innovate and develop new solutions has changed considerably. Moving from ‘behind the closed doors’ style of innovating to open innovation where collaboration with outsiders is encouraged, organizations are in the pursuit of more effective ways to accelerate their innovation outcomes. As a result, organizations are establishing creative and entrepreneurial ecosystems, which not only empower employees but also involve many others to co-create new solutions. In this paper, we present a methodology for organizing hackathons, i.e. competition-based events where small teams work over a short period of time to ideate, design, prototype and test their ideas following a user-centric approach to solve a specific challenge. This paper also provides insights into two different hackathons organized in the United Kingdom, and Mexico, as well as a series of 5 hackathons organized in Argentina, Mexico, Switzerland, United Kingdom and in Senegal.

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