Industrial and tourism perspectives on open innovation

2019 ◽  
Vol 32 (5) ◽  
pp. 517-532
Author(s):  
Patricia P. Iglesias-Sánchez ◽  
Carmen Jambrino-Maldonado ◽  
Carlos de las Heras-Pedrosa
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Organisational Change ◽  
Successful Implementation ◽  
Improve Performance ◽  
Content Type ◽  
Food Industries ◽  
Collective Effort ◽  
Two Sectors ◽  
Practical Implications

Purpose Open innovation (OI) involves the alignment of the organisation’s strategy and resources. Notably, companies will not adopt this emerging paradigm without a guarantee of better results. Therefore, the purpose of this paper is to identify which combination of entrepreneurial managerial approaches makes it possible for companies to improve performance. Design/methodology/approach This study involves a survey questionnaire, 147 enterprises and regression analysis on the survey data to identify to what extent strategic and management orientations affect innovation performance (IP), as well as an analysis focusing on the results of two sectors (i.e. tourism and agri-food industries). Findings The main findings show a direct effect amongst the level of innovation, external openness and open innovation management (OIM), and IP. However, although there are no differences in the perception and orientation of OIM and the results across the two sectors, the influence of the variable firm size has been supported. Finally, the collective effort required by companies to ensure the successful implementation of OI processes and achieve high IP is outstanding. Practical implications This paper discusses the significance of these findings, highlighting the main practical implications for researchers and companies – especially the need to assimilate the organisational change involved in the challenge of OI. Originality/value This study combines the sectors industry and services, emphasises OIM and reinforces the literature in the field of IP.

Maximizing the value generated for shareholders

2018 ◽  
Vol 34 (5) ◽  
pp. 22-24
Keyword(s):  
Case Studies ◽  
Open Innovation ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Successful Implementation ◽  
Improve Performance ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Companies can add considerable value by engaging in different forms of open innovation. Focusing on factors that most impact on this approach enables successful implementation of the strategy to improve performance and maximize returns to shareholders. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How start-ups successfully organize and manage open innovation with large companies

2017 ◽  
Vol 20 (1) ◽  
pp. 171-186 ◽  
Author(s):  
Muhammad Usman ◽  
Wim Vanhaverbeke
Keyword(s):  
Case Studies ◽  
Open Innovation ◽  
Exploratory Study ◽  
Point Of View ◽  
Successful Implementation ◽  
Content Type ◽  
Innovation Activities ◽  
Start Up ◽  
Start Ups ◽  
Practical Implications

Purpose Open innovation in start-ups is a relatively unexplored field and studies focusing on collaborative innovation between start-ups with large companies seen from the former’s point of view are virtually inexistent. The authors address this gap in an exploratory study built on in-depth case studies. The purpose of this paper is to illustrate how start-ups successfully organize and manage open innovation with large companies. The paper highlights common challenges and barriers faced by start-ups in adopting open innovation practices along with its benefits for them. Design/methodology/approach This is an exploratory study based on two case studies. The cases are diligently selected to examine two key forms of open innovation – inbound and outbound open innovation – in start-ups. Findings The paper provides an insight on how start-ups organize and manage open innovation activities with large companies and how it benefits them in overcoming liability of newness and smallness. The practices significantly differ from those followed in large companies. The paper highlights the advantages and challenges of inbound and outbound open innovation for start-ups. This paper also ascertains the crucial role of start-up manager for successful implementation of open innovation and shows how start-up’s managers with prior experience of working in/with a large company can proficiently deal with the larger counterpart in the innovation network. Research limitations/implications This research is based on exploratory case studies so the conclusions drawn from these two cases may be hard to generalize. The findings of the study could be used for further development of the theoretical framework. Future research, including quantitative studies, will be helpful in examining the conclusions and providing more in-depth understanding of open innovation in start-ups. Practical implications The paper includes several practical implications for the managers including the role start-up managers play in organizing and managing open innovation activities. Furthermore, this paper suggests how start-ups could orchestrate open innovation ecosystem. Originality/value The paper is a step forward in filling the literature gap about open innovation and start-ups with some definite implications for start-up managers. A lot is written about the collaboration between large firms and start-ups from a former’s point of view but the start-up’s perspective has been left unexplored.

scholarly journals Incentives and performance measures for open innovation practices

2014 ◽  
Vol 18 (1) ◽  
pp. 45-54 ◽  
Author(s):  
Karl Joachim Breunig ◽  
Tor Helge Aas ◽  
Katja Maria Hydle
Keyword(s):  
Performance Measures ◽  
Open Innovation ◽  
Innovation Performance ◽  
Individual Autonomy ◽  
Successful Implementation ◽  
Service Firms ◽  
Content Type ◽  
Collective Effort ◽  
Innovation Practices ◽  
Innovation Processes

Purpose – To guarantee alignment between ongoing activities and organizational goals, innovation management theory emphasizes management control and explicit innovation strategies as prerequisites for innovation performance. However, the theory on open services innovation emphasizes individual autonomy and incentives to foster open innovations. The aim of this paper is to explore this inconsistency. Design/methodology/approach – An explorative research design involving 25 semi-structured interviews in five large scale-intensive service firms is explored. Scale-intensive service firms are strategically sampled for this study since these firms experience tension between open service innovation characteristics and efforts to standardize. Findings – The authors show how individual autonomy facilitates the internal and external networking required in open innovations. However, individualized incentives do not suffice to motivate, mobilize and direct the collaboration and collective effort needed to ensure successful implementation of open innovation processes. Innovation performance is a collective effort, and the findings suggest that firms' business strategy works as a collective incentive system. Practical implications – The findings imply that firms should not rely on individualized incentives alone to implement open innovation processes successfully. The implementation of more collectively oriented incentives is also necessary to motivate the collective effort required to succeed with open innovation. Originality/value – The study extends previous work and shows how innovation practices are collective efforts that also involve the mobilization of external resources. The incentives observed have an effect on individual behaviour, while performance measures, to a larger degree, cater to the collective level. The authors present three propositions for further empirical investigation.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

How can open innovation contribute to circular economy adoption? Insights from a literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gessica Mina Kim Jesus ◽  
Daniel Jugend
Keyword(s):  
Circular Economy ◽  
Open Innovation ◽  
Design Methodology ◽  
Web Of Science ◽  
Joint Effort ◽  
Content Type ◽  
Environmentally Sustainable ◽  
Scientific Databases ◽  
Sustainable Products ◽  
Practical Implications

PurposeDespite the potential of open innovation (OI) to reduce barriers to the adoption of the circular economy (CE), little is known about the integration of the two themes and how OI could contribute to a more sustainable economy. The objective of this study is to investigate how OI can contribute to the adoption of the CE.Design/methodology/approachThis study adopts a systematic review of the literature sampled from the Scopus and Web of Science scientific databases.FindingsThe main findings of the study are (1) the utilization of OI within CE is still a recent phenomenon, one which emphasizes the collaboration between stakeholders and the co-creation approach; (2) the collaboration of stakeholders can be applied to align the objectives of interested parties, in a joint effort to resolve the environmental problems of the three levels of CE and (3) an action-creation approach can be adopted as a strategy to encourage the participation of consumers in the development of environmentally sustainable products, which may favor the transition to the CE.Originality/valueThe article presents the state of the art on the CE guided by OI, highlighting the opportunities and challenges of the correlation between the two themes. The article also shows the theoretical and practical implications for an OI-driven circular economy.

Open innovation platforms in tourism: how do stakeholders engage and reach consensus?

2018 ◽  
Vol 30 (6) ◽  
pp. 2517-2536 ◽  
Author(s):  
Lidija Lalicic
Keyword(s):  
Open Innovation ◽  
Online Discussions ◽  
Content Type ◽  
Strategic Issues ◽  
Interaction Styles ◽  
Communication Processes ◽  
Collaborative Innovation ◽  
Working Groups ◽  
Innovation Platform ◽  
Practical Implications

PurposeThis paper aims to visualize the communication processes between stakeholders who discuss, reach consensus and engage with user-generated ideas through an open innovation platform facilitated by Destination Management Organization (DMO).Design/methodology/approachVarious discussion and interaction styles between the different types of stakeholders on the innovation platform are analyzed using quantitative content analysis. Likewise, perceived issues among the stakeholders that motivate collaboration and consensus are identified.FindingsThis paper identifies that stakeholders interact with each other, reach agreements and solve joint problems on the platform by using predominantly constructive interaction styles. Meanwhile, feasibility and strategic issues appear to be the most dominant topics when discussing the fruition of ideas; however, this depends significantly on the category of the idea.Practical implicationsDMOs are given an understanding of why and how stakeholders engage with a certain idea and the kind of challenges they perceive when pursuing the execution of an idea. DMOs are advised to carefully design an open innovation platform to facilitate effective online discussions that may lead to working groups.Originality/valueThere is a scarcity of approaches in the field of tourism that invite stakeholders to innovate. This study aims to close this gap in tourism research by identifying how and which stakeholders respond to an invitation from a DMO to engage in an open innovation platform and, subsequently, how they interact with other partners to foster collaborative innovation projects in their destination.

Initiating, challenging and improving knowledge in organizational contexts

2018 ◽  
Vol 41 (3) ◽  
pp. 278-295 ◽  
Author(s):  
Stefania Mariano
Keyword(s):  
Design Methodology ◽  
Organizational Knowledge ◽  
Current Debate ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Contexts ◽  
Managerial Practices ◽  
Practical Implications ◽  
Over Time

Purpose The purpose of this study is to investigate how organizational knowledge interacts with artifacts and what determinants, driving processes and outcomes govern these interactions in organizational contexts. Design/methodology/approach A case study is used and data collected is from a US engineering and consulting company. Findings Findings suggested three major driving processes specifically initiating, challenging and improving and several related determinants and outcomes that governed the interaction between organizational knowledge and artifacts over time. Research limitations/implications This study has limitations related to the nature and dimension of the case selected. Practical implications This study provides a means to explain how organizations hold existing knowledge and what determinants, driving processes and outcomes govern the interactions between knowledge and artifacts to assist managerial practices and improve performance. Originality/value This paper contributes to the current debate on organizational knowledge and provides some empirical evidence of how knowledge interacts with artifacts in organizational contexts.

Exoskeletons

2019 ◽  
Vol 31 (6) ◽  
pp. 1261-1280 ◽  
Author(s):  
Stephen Fox ◽  
Olli Aranko ◽  
Juhani Heilala ◽  
Päivi Vahala
Keyword(s):  
Grey Literature ◽  
Health And Safety ◽  
Improve Performance ◽  
Content Type ◽  
Function Allocation ◽  
Manufacturing Performance ◽  
Different Types ◽  
Potential Alternative ◽  
Five Phases ◽  
Practical Implications

Purpose Exoskeletons are mechanical structures that humans can wear to increase their strength and endurance. The purpose of this paper is to explain how exoskeletons can be used to improve performance across five phases of manufacturing. Design/methodology/approach Multivocal literature review, encompassing scientific literature and the grey literature of online reports, etc., to inform comprehensive, comparative and critical analyses of the potential of exoskeletons to improve manufacturing performance. Findings There are at least eight different types of exoskeletons that can be used to improve human strength and endurance in manual work during different phases of production. However, exoskeletons can have the unintended negative consequence of reducing human flexibility leading to new sources of musculoskeletal disorders (MSD) and accidents. Research limitations/implications Findings are relevant to function allocation research concerned with manual production work. In particular, exoskeletons could exacerbate the traditional trade-off between human flexibility and robot consistency by making human workers less flexible. Practical implications The introduction of exoskeletons requires careful health and safety planning if exoskeletons are to improve human strength and endurance without introducing new sources of MSD and accidents. Originality/value The originality of this paper is that it provides detailed information about a new manufacturing technology: exoskeletons. The value of this paper is that it provides information that is comprehensive, comparative and critical about exoskeletons as a potential alternative to robotics across five phases of manufacturing.

scholarly journals Open innovation: past, present and future trends

2019 ◽  
Vol 32 (5) ◽  
pp. 578-602 ◽  
Author(s):  
Cristina Fernandes ◽  
João Ferreira ◽  
Marta Peris-Ortiz
Keyword(s):  
Open Innovation ◽  
Design Methodology ◽  
Innovation Management ◽  
Global Scale ◽  
Broad Perspective ◽  
Content Type ◽  
Research Activities ◽  
Theoretical Perspectives ◽  
Innovation And Technology ◽  
Intellectual Knowledge

Purpose The purpose of this paper is to provide interested parties with the means of grasping how the literature on open innovation has evolved over the course of time. In this way, the authors furthermore contribute towards a better understanding, scaling and positioning of this field of research. Design/methodology/approach This study applies a combination of bibliometric techniques, such as citations, co-citations and social network analysis in order to map the scientific domain of open innovation. Currently, bibliometric analysis represents a methodology in effect on a global scale to evaluate the existing state of fields of research (Mutschke et al., 2011). This spans the application of quantitative and statistical analysis to publications such as articles and their respective citations and serving to evaluate the performance of research through returning data on all of the activities ongoing in a scientific field with summaries of these data generating a broad perspective on the research activities and impacts, especially as regards the researchers, journals, countries and universities (Hawkins, 1977; Osareh, 1996; Thomsom Reuters, 2008). Findings This research aims to map and analyse the intellectual knowledge held on open innovation. To this end, the authors carried out a bibliometric study with recourse to co-citations. Based on cluster and factorial analyses, it is possible identify and classify the several theoretical perspectives on open innovation across six areas: open innovation concept, open innovation and networks, open innovation and knowledge, open Innovation, and innovation spillovers, open innovation management and open innovation and technology. Originality/value This paper aims to map and analyse the intellectual knowledge held on open innovation.

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