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.

Open innovation and knowledge networking in a multinational corporation

2015 ◽  
Vol 36 (1) ◽  
pp. 14-24 ◽  
Author(s):  
Dirk Schneckenberg
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Multinational Firms ◽  
Corporate Strategy ◽  
Single Case ◽  
Knowledge Exchange ◽  
Multinational Firm ◽  
Large Firms ◽  
Content Type

Purpose – The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage. Design/methodology/approach – We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce. Findings – The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects. Research limitations/implications – The findings of this case study remain limited to the characteristics of large firms in multinational markets. Practical implications – This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets. Originality/value – Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.

Inbound open innovation for pharmaceutical markets: a case study of an anti-diabetic drug in-licensing decision

2016 ◽  
Vol 31 (2) ◽  
pp. 205-218 ◽  
Author(s):  
Allan Ya-Huan Wu ◽  
Victoria Janine Little ◽  
Brian Low
Keyword(s):  
Decision Making ◽  
New Product Development ◽  
Open Innovation ◽  
Participant Observation ◽  
Single Case ◽  
Extended Model ◽  
Type I ◽  
Managerial Decision ◽  
Content Type

Purpose – This paper aims to increase understanding of how firms can more effectively identify valuable and profitable innovations in the pharmaceutical industry and to identify the issues and challenges posed by current managerial decision-making practices. Design/methodology/approach – A case study of a single project is presented: a drug in-licensing decision made by a team of three managers in a large Australian pharmaceutical firm. Using participant-observation, interviews and archival analysis, the authors followed the managers as they identified and evaluated 122 late-stage anti-diabetic drug variants for further development. Findings – The managers used decision heuristics to arrive at a short list of three drugs from a choice set of 122. While the process was ostensibly rational and systematic, there was evidence of data quality issues, misleading mental models and cognitive bias. The authors concluded a high probability of accepting a poor candidate or rejecting a stronger candidate (i.e. making Type I and II errors). Research limitations/implications – This paper focuses on initial market and technology evaluation stage only (i.e. not commercialization) and is a single case study design; therefore, care should be taken in generalizing to other decisions or other contexts. This paper highlights the need for further research integrating organizational decision-making and open innovation from a multi-disciplinary perspective. Practical/implications – This paper raises awareness of potential decision-making pitfalls and includes a detailed audit framework to support improved managerial decision processes and double rather than single loop learning. Social/implications – The findings support better decision-making and therefore supports higher quality drug selection and development, leading to improved population health outcomes. Originality/value – Multi-disciplinary, draws attention of marketing and new product development scholars to open innovation research. It adds to knowledge about open innovation practices at the project level. It also provides an extended model of market opportunity analysis for high technology markets.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

Knowledge co-creation in Open Innovation Digital Platforms: processes, tools and services

2019 ◽  
Vol 34 (7) ◽  
pp. 1434-1447 ◽  
Author(s):  
Tindara Abbate ◽  
Anna Paola Codini ◽  
Barbara Aquilani
Keyword(s):  
Open Innovation ◽  
Single Case ◽  
Future Research ◽  
Case Study Method ◽  
Content Type ◽  
Digital Platforms ◽  
Innovation Intermediaries ◽  
Innovation Platform

Purpose The purpose of this paper is to understand how Open Innovation Digital Platforms (OIDPs) can facilitate and support knowledge co-creation in Open Innovation (OI) processes. Specifically, it intends to investigate the contribution of OIDPs-oriented to successfully implement all the phases of interactive coupled OI processes. Design/methodology/approach The paper carries out an exploratory qualitative analysis, adopting the single case study method. The case here investigated is Open Innovation Platform Regione Lombardia (OIPRL). Findings The case study sheds light on how OIPRL supports knowledge co-creation through its processes, tools and services as a co-creator intermediary. In its launch stage, the platform simply aimed at giving firms a tool to “find partners” and financial resources to achieve innovative projects. Now, however, the platform has developed into an engagement platform for knowledge co-creation. Research limitations/implications One limitation lies in the particular perspective used to perform the case study: the perspective of the digital platform itself. Future research should focus on the individuals engaged in the platform to better investigate the processes, tools and services used to implement the OI approach. Practical implications The paper suggests ways in which OIDPs could be used by firms for effective exploration, acquisition, integration and development of valuable knowledge. Originality/value The study conceptualizes the role of OIDPs in shaping knowledge co-creation, assuming that the platforms act as Open Innovation Intermediaries (OIIs). Specifically, OIDPs can be observed to function as “co-creator intermediaries” that define, develop and implement dedicated processes, specific tools and appropriate services for supporting knowledge co-creation activities.

scholarly journals Delivering open innovation promises through social media

2018 ◽  
Vol 39 (6) ◽  
pp. 21-28 ◽  
Author(s):  
Pierre-Jean Barlatier ◽  
Emmanuel Josserand
Keyword(s):  
Social Media ◽  
Open Innovation ◽  
Success Factors ◽  
Single Case ◽  
Low Cost ◽  
Energy Transition ◽  
Full Potential ◽  
Single Case Study ◽  
Content Type

Purpose This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches. Design/methodology/approach A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media. Findings To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments. Research limitations/implications The research is based on a single case study. Further research should be conducted to establish the generalization of the results. Practical implications This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption. Originality/value The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.

Decision-making and cost deviation in new product development projects

2018 ◽  
Vol 11 (4) ◽  
pp. 1066-1085 ◽  
Author(s):  
Anne-Cathrine Thore Olsson ◽  
Ulf Johannesson ◽  
Roger Schweizer
Keyword(s):  
Decision Making ◽  
Product Development ◽  
New Product Development ◽  
Single Case ◽  
New Product ◽  
Development Project ◽  
Single Case Study ◽  
Product Cost ◽  
Content Type

PurposeEmphasizing the importance of product cost deviation; the purpose of this paper is to contribute to the new product development (NPD) literature and research on decision making by discussing: How are decisions related to product cost deviations made during a product development project?Design/methodology/approachAn in-depth single case study approach studying the decision-making process of Volvo Cars Cooperation during a car development project is applied.FindingsThe paper suggests that factors influencing how decisions related to cost deviations are made during a NPD are not limited to the classic trade-offs among time, cost and scope, but include managers’ complex cause-and-effect analysis under the influence of values, behaviors and norms. Furthermore, the context is not limited to NPD projects; rather the frame for the decisions and its influencers is at least as wide as the corporate context.Research limitations/implicationsThe common limitations of a single case study apply.Practical implicationsThe study emphasizes the importance of clearly defined targets during a NPD project that need to well communicated, acknowledged and understood by all involved to serve as true business levers. A poor target is likely better than no target. Furthermore, lack of overview or responsibility for the success of the projects, increase the risk for sub-optimization and silo thinking.Originality/valueThe study is pioneering by highlighting the importance of and explaining the implications of decision making related to cost deviations during a NPD project.

scholarly journals The microfoundations of design sprint: how Johnson & Johnson cultivates innovation in a highly regulated market

2021 ◽  
Vol 25 (11) ◽  
pp. 88-104
Author(s):  
Stefano Magistretti ◽  
Luis Allo ◽  
Roberto Verganti ◽  
Claudio Dell’Era ◽  
Felix Reutter
Keyword(s):  
New Product Development ◽  
Innovation Management ◽  
User Involvement ◽  
Product Development Process ◽  
Organizational Boundaries ◽  
Content Type ◽  
Regulated Markets ◽  
A Company ◽  
Shed Light

Purpose Mastering innovation in highly regulated markets might require companies to overcome significant barriers. Rules, laws and limitations on social, economic and institutional dimensions can hinder the ability of a company to transfer knowledge within and across organizational boundaries. However, as recent research in innovation management increasingly advocates user involvement and early understanding of user needs as best practices, the inability to freely interact with customers due to highly regulated market restrictions can hinder the company’s capability to innovate. Hence, this paper aims to shed light on how an emerging managerial approach, such as Design Sprint, can support companies operating in highly regulated markets to overcome user involvement limitations and boost human-centered innovation. Design/methodology/approach This paper sheds light on how to boost innovation in a highly regulated market by leveraging an in-depth case study. The study investigates the use of the Design Sprint approach adopted by the pharmaceutical multinational Johnson & Johnson to revise the way its R&D department orchestrates the new product development process, overcoming the user involvement challenges of highly regulated markets. Findings In analyzing six different projects undertaken in the past two years, the findings illustrate three microfoundational dimensions of the Design Sprint approach in highly regulated markets, the so-called 3T model: team, time and tools. Indeed, deploying the Design Sprint in a highly regulated market has proven that being able to experiment in the early stages, building rough prototypes in real-time and openly collaborating with partners is crucial to boost innovation and anticipate constraints. Originality/value The paper sheds light on the Design Sprint approach by initially grounding an emerging managerial approach on organizational and management theory, leveraging the lens of microfoundations. In doing so, this study suggests how Design Sprint is based on the pillars of experimentation, knowledge transfer and co-creation usually neglected in highly regulated markets where user involvement is challenging. Finally, this study discloses the importance of using a design-based methodology in fostering innovation in highly regulated markets.

Digital-physical product development: a qualitative analysis

2019 ◽  
Vol 22 (2) ◽  
pp. 315-334 ◽  
Author(s):  
Stine Hendler
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Physical Process ◽  
Organization Theory ◽  
Product Development Process ◽  
Research Model ◽  
Content Type ◽  
Physical Product ◽  
The Impact

Purpose The purpose of this paper is to investigate how digital and physical product development can be successfully coordinated and which new product development and contextual practices are suitable for the combined digital-physical product development process. Design/methodology/approach The paper is based on a multiple-case study within one company with three digital-physical product development projects as the units of analysis. The data collection and analysis are guided by an existing research model. The case study is used deductively to illustrate the model. Findings When combining digital and physical development processes, one or both need to change. This may lead to sub-optimization of one or both of the processes but optimizes the combined digital-physical process. Various development and coordination practices as well as contextual measures must be put into place to improve fit to the digital-physical process characteristics and mixed materiality. Research limitations/implications The paper illustrates the research model with case evidence and suggests tentative theory in the form of propositions. Further research needs to explore the impact of the practices and contextual measures proposed. Practical implications This research proposes a range of conditions facilitating the successful development of digital-physical products. Originality/value This paper is among the first to empirically explore the complex process of digital-physical product development. Taking a process perspective and focusing on organizational and managerial practices and the influence of context, organization theory is used as the theoretical lens.

Teams and lead creators in cultural and creative industries: evidence from the Italian haute cuisine

2017 ◽  
Vol 21 (3) ◽  
pp. 607-622 ◽  
Author(s):  
Tommaso Savino ◽  
Antonio Messeni Petruzzelli ◽  
Vito Albino
Keyword(s):  
Single Case ◽  
Deep Understanding ◽  
Creative Industries ◽  
Content Type ◽  
Team Members ◽  
Aged People ◽  
Learning Attitude ◽  
Dedicated Team ◽  
Cultural And Creative Industries

Purpose Into cultural and creative industries, the innovation is increasingly realized by a lead creator which is supported by a specific team. Hence, this paper aims to understand the composition of this particular team. Design/methodology/approach The authors conducted an in-depth case study of “Dal Pescatore”. This is the Italian restaurant keeping the highest award previewed by Michelin Guide from the longer period. The main figures of the restaurant are the head chefs (Nadia and Giovanni Santini) who are continually supported by a dedicated team Findings The analysis underlines the necessity to create a team which combines aged people linked to firms’ tradition with a low percentage of young foreign apprentices. If the old-timer member assures a deep understanding of the firm’s knowledge base, the young foreign apprentice can show an high learning attitude through which he/she more easily shares their different knowledge. Research limitations/implications This study discussed organizational efforts to foster innovation capacities of the main individuals into a firm. However, the present research suffers from some limitations which limits the generalizability of the results beyond the company studied: a single case study on a small and family firm with consolidated organizational routines. In addition, this research does not solutions about the mechanisms of interaction among these different team members. Originality/value Recent studies observed how a number of cultural and creative firms innovate through a particular team that develops the ideas of a lead creator. Nevertheless, despite the increasing importance of these teams, their composition remains unclear.

Failure mode and effects analysis (FMEA) in the context of risk management in new product development

2008 ◽  
Vol 25 (9) ◽  
pp. 899-912 ◽  
Author(s):  
André Segismundo ◽  
Paulo Augusto Cauchick Miguel
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Single Case ◽  
Essential Element ◽  
New Product ◽  
Decision Making Process ◽  
Content Type

PurposeEffectively managing risk is an essential element of successful project management. In this sense, the present study seeks to propose a systematisation of technical risk management through the use of FMEA to optimise the decision making process in new product development (NPD).Design/methodology/approachThe methodological approach adopted in this paper is a case study at an automaker in Brazil. Data were gathered from various sources, mostly participant observation and document analysis of two important NPD programmes. The risk management system was described and its influence on programs development analysed.FindingsResults included a reduction in the number of project and test planning loopings as well as a reduced number of prototypes needed to approve product components. In addition, there was a positive influence on the product development decision‐making process, evidenced by better allocation of resources among projects at the programme.Research limitations/implicationsThe study is limited to a single case study which considers two major NPD programmes. Replications among other units of analysis are needed to further validate current findings.Originality/valueThis paper is one of the few published studies that report and discuss the FMEA within a broad context of risk analysis.

Sign in / Sign up

Export Citation Format

Share Document