MAPPING THE PERCEPTION AND REALITY OF OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340016 ◽  
Author(s):  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM ◽  
ANTERO KUTVONEN
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Research ◽  
Innovation Activities ◽  
Current State ◽  
Business Practitioners ◽  
The Right ◽  
Innovation Practices ◽  
Innovation Processes

Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how "open innovation companies" are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms' perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.

Knowledge transfer in open innovation

2019 ◽  
Vol 25 (1) ◽  
pp. 144-163 ◽  
Author(s):  
Giustina Secundo ◽  
Antonio Toma ◽  
Giovanni Schiuma ◽  
Giuseppina Passiante
Keyword(s):  
Knowledge Transfer ◽  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Knowledge Flows ◽  
Organizational Level ◽  
Content Type ◽  
Transfer Processes ◽  
Innovation Processes ◽  
Interpretative Framework

PurposeDespite the abundance of research in open innovation, few contributions explore it at inter-organizational level, and particularly with a focus on healthcare ecosystem, characterized by a dense network of relationships among public and private organizations (hospitals, companies and universities) as well as other actors that can be labeled as “untraditional” player, i.e. doctors, nurses and patients. The purpose of this paper is to cover this gap and explore how knowledge is transferred and flows among all the healthcare ecosystems’ players in order to support open innovation processes.Design/methodology/approachThe paper is conceptual in nature and adopts a narrative literature review approach. In particular, insights gathered from open innovation literature at the inter-organizational network level, with a particular attention to healthcare ecosystems, and from the knowledge transfer processes, are analyzed in order to propose an interpretative framework for the understanding of knowledge transfer in open innovation with a focus on healthcare ecosystem.FindingsThe paper proposes an original interpretative framework for knowledge transfer to support open innovation in healthcare ecosystems, composed of four main components: healthcare ecosystem’s players’ categories; knowledge flows among different categories of players along the exploration and exploitation stages of innovation development; players’ motivations for open innovation; and players’ positions in the innovation process. In addition, assuming the intermediary network as the suitable organizational model for healthcare ecosystem, four classification scenarios are identified on the basis of the main players’ influence degree and motivations for open innovation.Practical implicationsThe paper offers interpretative lenses for managers and policy makers in understanding the most suitable organizational models able to encourage open innovation in healthcare ecosystems, taking into consideration the players’ motivation and the knowledge transfer processes on the basis of the innovation results.Originality/valueThe paper introduces a novel framework that fills a gap in the innovation management literature, by pointing out the key role of external not R&D players, like patients, involved in knowledge transfer for open innovation processes in healthcare ecosystems.

scholarly journals Analysis of Open Innovation Practices in Malaysian SMEs

2018 ◽  
Vol 8 (1) ◽  
pp. 248
Author(s):  
Ashkan Rangamiztousi ◽  
Kamariah Bt Ismail
Keyword(s):  
Developing Countries ◽  
Open Innovation ◽  
Innovation Adoption ◽  
High Rank ◽  
Quantitative Methodology ◽  
Statistical Procedures ◽  
Innovation Activities ◽  
Innovation Practices ◽  
Inside Out ◽  
Innovation Processes

Open Innovation is a phenomenon that has become increasingly important due to found shorter innovation cycles, industrial R&D escalating costs as well as in the dearth of resources. Researchers have suggested various kinds of practices and ways to categorized them. However, most of prior studies only used some of the practices to measured open innovation, but the measurements were very generic as some practices are broadly defined, and the list of open innovation activities not included new activities and completed list of practices. Hence, it is crucial to identify a new list of open innovation practices and study on similar practices in developing countries to help their companies understand open innovation and its practices as well. This study reviewing prior studies on open innovation adoption published between 2003 and March 2014 and identified 36 different practices. Therefore, we created a new list of open innovation practices that cover most of strategies and practices mentioned in prior studies. This study used quantitative methodology, 400 high rank executives manager of Malaysia SMEs participated and completed the survey and further analyzed using the appropriate statistical procedures. The results indicated that Malaysian SMEs use three core processes of open innovation including coupled, outside-in, and inside-out practices in their open innovation processes, respectively. 

How to Integrate Suppliers into the Innovation Process? An Explorative Case of Champion Formalization in the Purchasing Department in Times of Open Innovation

2017 ◽  
Vol 14 (06) ◽  
pp. 1750036 ◽  
Author(s):  
Maximilian A. Maier ◽  
Peter Rück ◽  
Alexander Brem
Keyword(s):  
Open Innovation ◽  
Success Factors ◽  
Single Case ◽  
Innovation Management ◽  
Innovation Process ◽  
Success Stories ◽  
Innovation Activities ◽  
Purchasing Department ◽  
Development Teams

Literature on the champion theory proposes the informal character of the champion’s role and also notes difficulties in institutionalizing it. Nevertheless, formally institutionalized roles that seem to fit the description of a champion can be recognized in organizations, especially as enablers of open innovation activities. However, research cannot answer how this institutionalization occurs and which factors influence it. To answer these questions, we investigate a unique single case in which a champion role was institutionalized in the purchasing department of a multinational company. The new role’s task is to identify, select, and integrate supplier innovations. Our results indicate that the informal role of the champion can be successfully institutionalized when certain success factors are considered, which are management commitment, use of success stories, and matching of champions with research and development teams. We contribute to innovation management literature by using the well-established champion theory to explain how and why large multinational companies formally establish the role of the innovation champion. Our research offers pathways for further research about both, the antecedents and the consequences of role formalization. Practitioners can build on the success factors derived in this study when formally implementing innovation champions as enablers of open innovation activities.

Discovering the unfolding of service innovations

2014 ◽  
Vol 29 (2) ◽  
pp. 143-150 ◽  
Author(s):  
Catharina von Koskull ◽  
Tore Strandvik
Keyword(s):  
Service Innovation ◽  
Innovation Process ◽  
Ethnographic Research ◽  
Research Approach ◽  
Critical Events ◽  
Content Type ◽  
Innovation Research ◽  
Innovation Activities ◽  
Micro Level ◽  
Innovation Processes

Purpose – This paper aims to explore and demonstrate how an ethnographic research approach can reveal new aspects of the dynamics of service innovation processes. In contrast to the retrospective research approach found in most service innovation research, the ethnographic approach captures the innovation process as it unfolds. Design/methodology/approach – An ethnographical investigation of an incremental service innovation at a bank was conducted. The innovation activities were performed jointly by a team of bank members from various functions and external business partners. This was a formal project with a pre-specified plan, budget, and timetable. Findings – The ethnographical approach, capitalizing on its real-time, multi-methods, longitudinal, and up-close characteristics, made it possible to capture unforeseen events and issues at the micro level. The authors suggest that such critical events determine what direction the innovation process takes. The initial intentions and plans were partly realized; new issues emerged during the innovation work and were realized, while other emergent issues were finally not realized. Research limitations/implications – The study suggests a framework that can be used to identify four categories of micro-level processes. Critical events in the micro-level processes represent potential turning points and are important foci in practice and remain issues for further research. Practical implications – Managers may benefit from being open to including emergent issues and understanding the micro-level dynamics of the innovation process. Originality/value – This study illustrates how the ethnographic research approach captures the dynamics of innovation processes and the potential challenges and possibilities for innovation managers. This finding suggests the need to address micro-level dynamics.

Managing knowledge in open innovation processes: an intellectual property perspective

2017 ◽  
Vol 21 (6) ◽  
pp. 1384-1405 ◽  
Author(s):  
Peter M. Bican ◽  
Carsten C. Guderian ◽  
Anne Ringbeck
Keyword(s):  
Intellectual Property ◽  
Property Rights ◽  
Intellectual Property Rights ◽  
Open Innovation ◽  
Innovation Process ◽  
Modus Operandi ◽  
Content Type ◽  
Innovation Activities ◽  
Innovation Processes

Purpose As firms turn their innovation activities toward collaborating with external partners, they face additional challenges in managing their knowledge. While different modes of intellectual property right regimes are applied in closed innovation systems, there seems to be tension between the concepts of “open innovation” and “intellectual property rights”. The purpose of this paper is to investigate how firms best manage knowledge via intellectual property rights in open innovation processes. Design/methodology/approach Following a mixed methods approach, the authors review relevant literature at the intersection of knowledge management, intellectual property rights, strategic management of intellectual property rights and the open innovation process. The authors identify success drivers through the lenses of – but not limited to – intellectual property rights and classify them in five distinct groups. Expending the view on open innovation beyond its modus operandi, the authors develop the Open Innovation Life Cycle, covering three stages and three levels of the open innovation process. The authors apply their findings to a case study in the pharmaceutical industry. Findings The authors provide four key contributions. First, existing literature yields inconclusive results concerning the enabling or disabling function of intellectual property rights in open innovation processes, but the majority of scholars detect an ambivalent relation. Second, they identify and classify success drivers of successful knowledge management via intellectual property rights in open innovation processes. Third, they advance literature on open innovation beyond its modus operandi to include three stages and three levels. Fourth, they test their findings to a case study and show how management leverages knowledge by properly using intellectual property rights in open innovation. Practical implications The findings support firms in managing knowledge via intellectual property rights in open innovation processes. Management should account for the peculiarities of open innovation preparation and open innovation termination to prevent unintentional knowledge drain. Originality/value This is one of the first studies to view open innovation as a process beyond its modus operandi by considering the preparations for and termination of open innovation activities. It also addresses the levels involved in managing knowledge via intellectual property rights in open innovation from individual (personal) to project and firm level.

What influences the innovation environment in BPO companies?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emanuel Soares Ponciano ◽  
Creusa Sayuri Tahara Amaral
Keyword(s):  
Information And Communication Technologies ◽  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Supplementary Information ◽  
Content Type ◽  
Innovation Research ◽  
Significant Difference ◽  
And Performance ◽  
Relationship Of

PurposeThe purpose of this paper is to present the factors that form the innovation environment in the Business Process Outsourcing (BPO) sector, from a case study in a Brazilian multinational company operating in the Information and Communication Technologies (ICT) and BPO segment.Design/methodology/approachMinnesota Innovation Research Program (MIRP) questionnaire was adopted, aimed to environment conducive to innovation. It was applied to a sample of employees, from different hierarchical levels, who participated in an innovation training program developed and implemented by the organization. The data were analyzed to verify, in a simplified initial diagnosis, the influence of internal and external factors defined by MIRP in the company's innovation process.FindingsInnovation management process focuses predominantly on processes (71.4% of occurrences). As impact of the factors: results (88.9%), autonomy (76.3%), leadership (74.9%), resources (74.6%), internal relationship of the innovation group (73.1%), formalization (68.4%), processes (64.5%), relationship effectiveness (63.7%), external relationship of the innovation group (63.2%) and dependence on external resources (52.6%). There was confirmation that the innovation program of company is effective and that the culture of innovation is institutionalized.Research limitations/implicationsA crossing of supplementary information could reveal some significant difference in the perception of the innovative culture and performance of the innovation processes between distinguished profiles.Practical implicationsBetter guidance for management of ICT/BPO companies in an Open Innovation paradigm.Social implicationsBetter relationship among the actors of an Open Innovation industry arrangement.Originality/valueImprovement of the innovation process can occur through a greater focus on Open Innovation.

EMERGENCE OF INNOVATION CHAMPIONS: DIFFERENCES IN THE R&D COLLABORATION PROCESS BETWEEN SCIENCE AND INDUSTRY

2018 ◽  
Vol 22 (08) ◽  
pp. 1840008 ◽  
Author(s):  
THOMAS HAMADI ◽  
JENS LEKER ◽  
KLAUS MEERHOLZ
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Organisational Innovation ◽  
Dynamic View ◽  
Innovation Projects ◽  
Innovation Project ◽  
Collaboration Process ◽  
The Right

Innovation champions have been subject in various innovation management studies which showed that the existence of innovation champions is beneficial for innovation projects in various ways. However, innovation champion theory lacks understanding at what point in various innovation phases different innovation champions promote a project. By taking a dynamic view on the emergence of innovation champions in the inter-organisational innovation process, we show that it is not important that innovation champions exist all the time in an open innovation project, but at the right time. Furthermore, by analysing science-industry R&D collaboration projects, we provide insights in the innovation champion differences between science and industry partners and in the specific contributions these roles make for each partner.

scholarly journals Capturing the Bigger Picture? Applying Text Analytics to Foster Open Innovation Processes for Sustainability-Oriented Innovation

2018 ◽  
Vol 10 (10) ◽  
pp. 3710 ◽  
Author(s):  
Peter Wehnert ◽  
Christoph Kollwitz ◽  
Christofer Daiberl ◽  
Barbara Dinter ◽  
Markus Beckmann
Keyword(s):  
Analytical Methods ◽  
Open Innovation ◽  
Innovation Management ◽  
Stakeholder Participation ◽  
Idea Generation ◽  
Innovation Process ◽  
Text Analytics ◽  
Innovation Project ◽  
Efficient Integration ◽  
Innovation Processes

In open innovation initiatives for sustainability-oriented innovations, it is indispensable to have a wide array of engaging stakeholders. Yet, as not all relevant actors are able or willing to participate, important opinions can go unnoticed. Due to such stakeholder selection effects, aspects of high relevance may remain uncaptured. To address this issue, we first define the concept of silent stakeholders and relate it to sustainability-oriented innovations. We then discuss the new approach of employing analytical methods to examine existing sources outside the innovation process for silent stakeholder opinions. For this purpose, we conduct an action research study demonstrating how to examine broad discourse data with text analytics for an open innovation project aiming to create a sustainability-oriented innovation. To this end, we develop an approach for the efficient integration of external sources in open innovation processes. We find that text analytics of broad discourse data can particularly support the orientation and idea generation phase for sustainability-oriented innovation. Furthermore, we identify possibilities for the application of further data mining methods to complement open innovation approaches along the innovation process. Building on that, we propose an integrated framework. Hence, we add to the literature on stakeholder participation, analytical methods and innovation management, as well as sustainability-oriented innovation.

Understanding Knowledge Absorption for Inbound Open Innovation Practices

2019 ◽  
pp. 97-117
Author(s):  
Oya Zincir ◽  
Diana Rus
Keyword(s):  
Open Innovation ◽  
Innovation Process ◽  
Future Research ◽  
External Knowledge ◽  
Potential Success ◽  
Knowledge Environment ◽  
Structure Knowledge ◽  
Innovation Practices ◽  
Knowledge Absorption ◽  
Innovation Processes

The successful integration of internal and external knowledge is crucial for the success of inbound open innovation processes. Yet, to date, our understanding of how different kinds of knowledge characteristics affect the knowledge absorption process in inbound open innovation is still rather fragmented. In this chapter, the authors provide an overview of how different aspects of knowledge (i.e., internal and external knowledge antecedents: prior knowledge, internal and external knowledge structure, knowledge source, types of knowledge, and knowledge environment) related to knowledge absorption in the inbound open innovation process. In the discussion, the authors highlight how far different knowledge characteristics either help or hinder knowledge absorption and, thereby, the potential success of inbound open innovation practices. Moreover, they point towards areas that promise to be fruitful for future research exploring the link between aspects of knowledge and absorptive capacity in the context of inbound open innovation.

Understanding the relationship between organizational culture and inbound open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Franz Barjak ◽  
Fabian Heimsch
Keyword(s):  
Corporate Culture ◽  
Open Innovation ◽  
Innovation Process ◽  
External Pressure ◽  
External Control ◽  
Specific Situation ◽  
Content Type ◽  
Process Innovations ◽  
Innovation Activities ◽  
The Relationship

PurposeThe relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.Design/methodology/approachThe authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.FindingsThe importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.Practical implicationsCompanies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.Originality/valueThe paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.

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