Knowledge Sharing and Open Innovation

2018 ◽  
pp. 117-140
Author(s):  
Ardalan Haghighi Talab ◽  
Victor Scholten ◽  
Cees van Beers
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation

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.

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.

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.

The intertwining of knowledge sharing and creation in the digital platform based ecosystem. A conceptual study on the lens of the open innovation approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexey Bereznoy ◽  
Dirk Meissner ◽  
Veronica Scuotto
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Open Innovation ◽  
Innovation Management ◽  
Future Research ◽  
Content Type ◽  
Digital Platform ◽  
Conceptual Study ◽  
Innovation Approach ◽  
New Research

PurposeGenerally, there is a common sense to consider knowledge sharing and creation as two separate processes but a new matter emerges when those processes are intertwining. In this vein, this research aims to discuss on the lens of the open innovation (OI) model how such intertwining generates digital platform-based ecosystem.Design/methodology/approachThe theoretical approach is used to largely discuss the intertwining of knowledge sharing and creation in the current digital era. It debates such scenario considering past and present studies and suggests future research streamlines.FindingsIt offers a new theoretical model that can be implemented in a micro, meso and macro level where the concept of “ba” (or ba-sho) assumes the form of a digital platform where knowledge sharing is in motion and dynamically interacts with the knowledge creation.Originality/valueBy discussing the intertwining of knowledge creation and sharing in OI context along with digital trends (e.g. platform innovation ecosystems and platform innovation management), the study offers a new conceptual framework that relies on such intertwining accompanied by the concept of “ba – sho.” In this vein, research limits and new research are suggested to demonstrate and support this conceptual study.

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