A Problem in the Making: How Firms Formulate Sharable Problems for Open Innovation Contests

2018 ◽  
Author(s):  
Martin W. Wallin ◽  
Georg von Krogh ◽  
Jan Henrik Sieg
Keyword(s):  
Knowledge Creation ◽  
Open Innovation ◽  
Problem Formulation ◽  
Theoretical Framework ◽  
Monetary Reward ◽  
Technical Innovation ◽  
Prior Work ◽  
Exploratory Case Study ◽  
External Sources

Crowdsourcing in the form of innovation contests stimulates knowledge creation external to the firm by distributing technical, innovation-related problems to external solvers and by proposing a fixed monetary reward for solutions. While prior work demonstrates that innovation contests can generate solutions of value to the firm, little is known about how problems are formulated for such contests. We investigate problem formulation in a multiple exploratory case study of seven firms and inductively develop a theoretical framework that explains the mechanisms of formulating sharable problems for innovation contests. The chapter contributes to the literatures on crowdsourcing and open innovation by providing a rare account of the intra-organizational implications of engaging in innovation contests and by providing initial clues to problem formulation—a critical antecedent to firms’ ability to leverage external sources of innovation.

scholarly journals Rvolta, a Case for Open Innovation

2013 ◽  
pp. 1562-1579
Author(s):  
Margarida Cardoso ◽  
Isabel Ramos
Keyword(s):  
Qualitative Research ◽  
Information Systems ◽  
Waste Management ◽  
Knowledge Creation ◽  
Open Innovation ◽  
Small And Medium Enterprise ◽  
Medium Enterprise ◽  
Innovation Practices ◽  
Focus Point

Rvolta has been working in waste management industry for 16 years now. This SME (Small and Medium Enterprise) from Portugal is taken as a focus point for the case study addressing a network of partners working in various activities which became related, so as to disclose the underlying innovative spirit, strategy, and partnership structure. Objectives of the present chapter are to portray and analyze a SME success case in open innovation (through various innovation practices), and clarify how knowledge creation and collaboration amongst different players in a network takes place. An exemplary collaboration episode is told. Framing issues are addressed so as to understand how they affect open innovation in SMEs. The study finds interactions, networking, and partnership connections, are important issues and indeed make a difference, thus enabling SMEs to innovate. This case evolved from an exploratory phase of an Information Systems PhD qualitative research, addressing open and crowdsourcing innovation.

The evolution of the pathways of innovation strategies in the automotive industry. The case of Fiat Chrysler Automobiles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elena Candelo ◽  
Ciro Troise ◽  
Diego Matricano ◽  
Amedeo Lepore ◽  
Mario Sorrentino
Keyword(s):  
Automotive Industry ◽  
Open Innovation ◽  
Relevant Literature ◽  
Theoretical Framework ◽  
Knowledge Flows ◽  
Historical Period ◽  
Content Type ◽  
Innovation Activities ◽  
Innovation Strategies

PurposeFundamental management innovations have been ideated and developed in the automotive industry. Over the years, carmakers have radically modified their innovation strategies. Currently, carmakers are increasingly adopting open innovation approaches, moving from a closed to open innovation paradigm. The aim of this paper is to reconstruct the evolution of the innovation activities performed by carmakers and to propose an original periodisation of innovation strategies in the automotive industry since its origins.Design/methodology/approachThis paper analyses the relevant literature and proposes a theoretical framework that defines how innovation strategies have changed from the birth of the automotive industry to current times. A detailed in-depth case study of Fiat Chrysler Automobiles (FCA), one of the top ten global carmakers, is used to corroborate the theoretical framework. The case study reconstructs the entire evolution of the innovation strategies of the company from its origins to the present day.FindingsThe paper proposes an original periodisation by identifying three evolutionary phases of innovation strategies pursued by carmakers: “internal innovation”, “collaborative innovation” and “towards open innovation”. Each phase embraces a historical period, and for each period, the most relevant managerial aspects, as well as the types and direction of knowledge flows for fostering innovation, are analysed. The case study provides clear evidence that FCA has undergone the three above-cited phases in fostering its innovation strategies.Originality/valueThe study reconstructs the evolution of the innovation strategies performed by global carmakers, proposing an original periodisation of the transitions that occurred in practice in the automotive industry. This paper is among the first to explore the evolution of innovation strategies in the automotive industry since its origins to date and to highlight the salient differences that have occurred over time.

Managerial practices driving knowledge creation, learning and transfer in translational research: an exploratory case study

2014 ◽  
Vol 45 (4) ◽  
pp. 361-385 ◽  
Author(s):  
Enrique Cremades ◽  
Francisco Balbastre-Benavent ◽  
Elena Sanandrés Domínguez
Keyword(s):  
Translational Research ◽  
Knowledge Creation ◽  
Managerial Practices ◽  
Exploratory Case Study

Fast and furious: how the open vs closed dilemma affects the technology diffusion dynamic

2018 ◽  
Vol 56 (4) ◽  
pp. 867-890 ◽  
Author(s):  
Adele Parmentola ◽  
Michele Simoni ◽  
Ilaria Tutore
Keyword(s):  
Innovation Diffusion ◽  
Diffusion Of Innovation ◽  
Open Innovation ◽  
New Technology ◽  
Theoretical Framework ◽  
Barriers To Adoption ◽  
Content Type ◽  
Diffusion Dynamics ◽  
Theoretical Predictions

Purpose The purpose of this paper is to propose a comprehensive theoretical framework to explain the different diffusion dynamics of a technology realized under an open source (OS) regime vs a technology realized under a closed-proprietary (CP) regime. Design/methodology/approach Following a systematic combining approach, theoretical predictions derived from literature on diffusion of innovation and on open innovation were matched with empirical observations derived from a case study of two mobile operation systems, which were released under different technological regimes. Findings This paper proposes a theoretical framework and a set of original theoretical propositions that can help to explain the differences in the diffusion dynamics of technologies that are released under different regimes (i.e. CP vs OS). Research limitations/implications This paper provides managers a better understanding of the diffusion dynamics of technologies released according to an open innovation strategy. In addition, the empirical case study improves the understanding of an important industry (the MOS industry) that has not been fully investigated from the innovation diffusion perspective. Nevertheless, the efficacy and generalizability of the theoretical framework proposed in this paper require future empirical tests. Originality/value This paper makes an original contribution to the open innovation and innovation diffusion literature by linking, in a conceptual model, three antecedents of the diffusion of a new technology that previous literature has considered only separately: the regime under which the technology is released (OS vs CP), the contingencies related to the characteristics of the technology and to the network of its adopters, and the resulting barriers to adoption.

scholarly journals Knowledge Management, Knowledge Creation, and Open Innovation in Icelandic SMEs

SAGE Open ◽  
2018 ◽  
Vol 8 (4) ◽  
pp. 215824401880732 ◽  
Author(s):  
Elsa Grimsdottir ◽  
Ingi Runar Edvardsson
Keyword(s):  
Knowledge Management ◽  
Learning Process ◽  
Knowledge Creation ◽  
Open Innovation ◽  
High Tech ◽  
Software Company ◽  
Semistructured Interviews ◽  
New Knowledge ◽  
Inside Out

The aim of this article is to present findings on knowledge management (KM) and knowledge creation, as well as open innovation in small and medium-sized enterprises (SMEs) in Iceland. Two SME company case studies are presented in the form of a case study involving semistructured interviews with managers and selected employees and in-field observation. Company Alpha is a software company, whereas Company Beta is a family company which produces drinks and snacks. Knowledge creation and innovation is a learning process in both companies. The two companies show very different open-innovation models in practice. The findings regarding the two companies are in accordance with the arguments of Chiaroni et al., where they state that high-tech companies tend to prefer inside-out strategies of open innovation, whereas low-tech companies prefer outside-in strategies. Company Alpha relates to customers late in the process, whereas Company Beta relies on knowledge from customers and suppliers and for new knowledge early on in the process.

Rvolta, a Case for Open Innovation

2012 ◽  
pp. 82-99
Author(s):  
Margarida Cardoso ◽  
Isabel Ramos
Keyword(s):  
Qualitative Research ◽  
Information Systems ◽  
Waste Management ◽  
Knowledge Creation ◽  
Open Innovation ◽  
Small And Medium Enterprise ◽  
Medium Enterprise ◽  
Innovation Practices ◽  
Focus Point

Rvolta has been working in waste management industry for 16 years now. This SME (Small and Medium Enterprise) from Portugal is taken as a focus point for the case study addressing a network of partners working in various activities which became related, so as to disclose the underlying innovative spirit, strategy, and partnership structure. Objectives of the present chapter are to portray and analyze a SME success case in open innovation (through various innovation practices), and clarify how knowledge creation and collaboration amongst different players in a network takes place. An exemplary collaboration episode is told. Framing issues are addressed so as to understand how they affect open innovation in SMEs. The study finds interactions, networking, and partnership connections, are important issues and indeed make a difference, thus enabling SMEs to innovate. This case evolved from an exploratory phase of an Information Systems PhD qualitative research, addressing open and crowdsourcing innovation.

scholarly journals Mechanisms to Engage an Online Community in Crowdsourcing: Insights from an Idea Contest in Training

2021 ◽  
Vol 6 (2) ◽  
pp. 196-212
Author(s):  
Adriano Solidoro ◽  
Francesco Aleotti ◽  
Gianluigi Viscusi ◽  
Christopher L. Tucci ◽  
Davide Diamantini
Keyword(s):  
Knowledge Sharing ◽  
Empirical Evidence ◽  
Open Innovation ◽  
Online Community ◽  
Management Strategies ◽  
General Assembly ◽  
Exploratory Case Study ◽  
Large Community ◽  
Factors Influencing

Knowledge sharing is particularly important for co-creating, discussing, or acquiring innovative ideas. Crowdsourcing, as an enabler of open innovation, has raised the question about the kind of organising forms and/or managerial interventions it may require or underpin. However, there is little consensus in management studies on how to best design a crowdsourcing initiative (contest) with regard to the mechanisms to engage an online community. In this paper, starting from an exploratory case study on the project “Stati Generali della Formazione e del Lavoro” (General Assembly on Training and Work)—a crowdsourcing experience designed for a large community of professional trainers, planned and managed by University of Milano-Bicocca and AIF Academy (Associazione Italiana Formatori), a broad representative association of Italian trainers—we study the factors influencing the decision of the participants (a.k.a., solvers) to become involved (and to what extent) in a contest. The study could contribute to the debate on crowdsourcing by both underlining important governance factors involved and providing empirical evidence of the link between management strategies and crowdsourcing success.

scholarly journals Innovation Process Models With Emphasis on Open Innovation Model

2010 ◽  
Vol 9 (1) ◽  
pp. 167-178 ◽  
Author(s):  
Katarzyna Kozioł-Nadolna ◽  
Arkadiusz Świadek
Keyword(s):  
Open Innovation ◽  
Innovation Process ◽  
Process Models ◽  
Innovation Activity ◽  
Formal Framework ◽  
Innovation Model ◽  
External Sources ◽  
Innovation Processes ◽  
The Eu

Innovation Process Models With Emphasis on Open Innovation ModelThis article presents different models of innovation processes and focuses in particular on the open innovation. The empirical part is based on the findings on the innovation cooperation of enterprises in the EU and OECD (these data, among others, determine the open innovation). At the end of the article there is a case study of Nokia which implements the open innovation in its innovation activity. The aim of this article is to present the paradigm of the open innovation processes. This approach concentrates on sharing knowledge, i.e. making new solutions available to other units by means of e.g. license sale. The open innovation business model takes advantage of both internal and external sources of ideas without a fear that a company's own ideas when transferred to another organization will lead to the company's loss of profits coming from this idea. The formal framework of an organization is just a symbolic one and makes the flow of knowledge between the organization and its environment possible. The enterprises that adopt the open innovation strategy both enthusiastically develop ideas which were created by others as well as make their own ideas available to other organizations that find them more interesting.

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