scholarly journals WHAT DOES OPEN INNOVATION MEAN? BUSINESS VERSUS ACADEMIC PERCEPTIONS

2019 ◽  
Vol 23 (01) ◽  
pp. 1950002 ◽  
Author(s):  
ROMAN TEPLOV ◽  
EKATERINA ALBATS ◽  
DARIA PODMETINA
Keyword(s):  
Open Innovation ◽  
Conceptual Development ◽  
Theoretical Concept ◽  
Business Community ◽  
Innovation Implementation ◽  
Academic Perceptions ◽  
Innovation Practices

Since the first appearance of ‘open innovation’ as a theoretical concept in 2003, the debates on its essence still continue among academics, while its interpretations within the business community also seem to differ from one company to another. Using a survey of 251 companies operating in Europe, in this research, we compare the perceptions of open innovation that exist within both the academic and business worlds, to assist in the conceptual development of the phenomenon. Our research reveals a mismatch in these perceptions, as only a few activities counted as ‘open’ by innovation scholars appear to affect companies’ self-reported state of open innovation implementation. Moreover, our research has shown differences in the interpretation of open innovation among companies of different sizes. Only free revealing, acknowledged by scholars as one of the open innovation practices, has been recognised as such a practice by all the studied firms. This paper contributes to conceptualisation of ‘open innovation’ and shares practical insights on bridging academia and business perceptions of it.

scholarly journals The Effect of Open Innovation Implementation on Small Firms’ Propensity for Inbound and Outbound Open Innovation Practices

2020 ◽  
Author(s):  
P. Naruetharadhol ◽  
W.A. Srisathan ◽  
C. Ketkaew
Keyword(s):  
Open Innovation ◽  
Structural Equation ◽  
Small Firms ◽  
Positive Impact ◽  
Limited Resource ◽  
Organisational Structure ◽  
Innovation Implementation ◽  
Data Set ◽  
Variable Influence ◽  
Innovation Practices

Small- and medium-sized enterprises (SMEs) face limited resource capability to implement open innovation. Understanding a robust mechanism of knowledge management, organisational structure, and networks can benefit managerial and organisational drivers to achieve open innovation in general. The paper sheds the new light in developing the open innovation implementation as a latent endogenous variable influence inbound OI and outbound OI. We used structural equation modelling (SEM) on a data set of 636 Thai SMEs. The results reveal that open innovation implementation reflected by managerial and organisational dimensions has a positive impact on contributing to both inbound and outbound OI. A key finding is that open innovation’s diffusion helps SMEs to overcome their technological capabilities to implement OI.

scholarly journals Open Innovation Implementation in the Service Industry: Exploring Practices, Sub-practices and Contextual

2015 ◽  
Vol 3 (2) ◽  
pp. 106-130 ◽  
Author(s):  
Justine Virlee ◽  
Wafa Hammedi ◽  
Vinit Parida
Keyword(s):  
Firm Size ◽  
Open Innovation ◽  
Service Industry ◽  
Service Industries ◽  
High Tech ◽  
Service Firms ◽  
Innovation Implementation ◽  
Managerial Skills ◽  
Knowledge Intensive ◽  
Innovation Practices

This paper addresses a major gap in reported research on open innovation (OI) literature: How do service firms adopt open innovation? This research focuses on data from eighteen service SMEs in Belgium from high-tech and knowledge-intensive service industries. Based on analysis, we find new insights regarding open innovation practices (i.e., inbound and outbound) and sub-practices (i.e., acquiring, sourcing, selling and revealing) for service firms. More specifically, the study showed that service SMEs are more inclined to use inbound practices due to reasons associated with firm size, industry, and knowledge intensity in the market, whereas the decision about which sub-practice to adopt seems to be strongly influenced by the type of actor, the firm’s vulnerability and internal managerial skills, and the existence of complementarities. Thus, we contribute to OI literature as well as capability literature through providing initial insights regarding the adoption of OI by service firms.

The role of boundary management in open innovation: towards a 3D perspective

2021 ◽  
Vol 27 (8) ◽  
pp. 57-84
Author(s):  
Rosita Capurro ◽  
Raffaele Fiorentino ◽  
Stefano Garzella ◽  
Rosa Lombardi
Keyword(s):  
Open Innovation ◽  
Qualitative Methodology ◽  
Relevant Literature ◽  
Firm Boundaries ◽  
Boundary Management ◽  
Innovation Implementation ◽  
Content Type ◽  
Listed Firms ◽  
The One

PurposeThe aim of this paper is to investigate the role of boundary management when firms should implement open innovation.Design/methodology/approachThe relevant literature on strategic management, firm boundaries and open innovation fields is revised and critically assessed. An interpretive-qualitative methodology is applied to analyse empirical data obtained from a questionnaire and subsequent interviews of a sample of Italian listed firms. By critically integrating literature review and empirical analysis, a framework is provided with the objective of supporting open innovation implementation.FindingsThe study shows that on the one hand, open innovation and many modern paths of growth are connected to a firm's boundaries and that on the other hand, boundary management plays a key role in the implementation of open innovation.Practical implicationsThe paper has implications for practitioners by driving them to shift the focus of open innovation implementation towards the management of boundaries, in which boundary capabilities and activities play a key role.Originality/valueThis paper sheds light on the advantages and risks that can jeopardize a successful opening up innovation processes without the effective management of boundary studies. Thus, the authors identify and propose causes for reflection and tools maximizing potentiality and reducing risks in the implementation of such processes.

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.

scholarly journals Research and Practices on Open Innovation

2011 ◽  
pp. 1-23 ◽  
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Longitudinal Study ◽  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Enterprise Management ◽  
Future Research ◽  
Economic Prosperity ◽  
Research Practices ◽  
Sustained Growth ◽  
Medium Enterprises ◽  
Innovation Practices

Innovation has become a recognized driver of economic prosperity of a country through sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking a lead in enterprise management in terms of sustained profitability. Foci of researchers and practitioners are revolving around innovation methods, processes, and strategies. This chapter seeks to find out open innovation researches and practices that are being carried out circumscribing development of small and medium enterprises (SMEs) through a longitudinal study. Along this context the study is investigating into researches that are being carried out by leading researchers and research houses across the globe, and at the same time, it also investigates open innovation practices that are being carried out for the development of SMEs. Before its conclusion, the chapter attempts to develop a framework for future research practices.

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.

Measuring the impact of relational capital on customer performance in the SME B2B sector

2017 ◽  
Vol 23 (6) ◽  
pp. 1144-1166 ◽  
Author(s):  
Lara Agostini ◽  
Anna Nosella ◽  
Benedetta Soranzo
Keyword(s):  
Absorptive Capacity ◽  
Open Innovation ◽  
Moderating Effect ◽  
High Tech ◽  
Relational Capital ◽  
Marketing Capability ◽  
Content Type ◽  
Innovation Practices ◽  
External Actors ◽  
The Impact

Purpose The purpose of this paper is to investigate the influence that different components of relational capital (marketing capability, open innovation with business and scientific partners, technological reputation, brand) have on customer performance (CP). Moreover, the moderating effect of absorptive capacity on such relationships is tested. Design/methodology/approach First, the direct relationship between the different components of relational capital and CP is analyzed through a linear regression model. Then, to test the moderating effect, two distinct regression analyses are conducted into two sub-samples, defined according to the level of absorptive capacity. The authors carried out these analyses on a sample of 150 small- and medium-sized enterprises (SMEs) in the medium- and high-tech B2B context. Findings Results of this study prove that CP is enhanced through firm marketing capability, open innovation with business partners and technological reputation, while brand and open innovation with scientific partner do not have an association with CP. In particular, the impact of marketing capability and open innovation with business actors on CP is greater for firms with higher absorptive capacity. Research limitations/implications This paper, highlighting the relevance of relational capital and absorptive capacity in improving CP, enhances our knowledge about the factors that help to strengthen the relationships with customers, which is an under-investigated issue especially for SMEs competing in B2B industries, and extends our knowledge on open innovation practices. Practical implications Findings of this paper suggest that, to achieve better CP, managers should pay special attention to nurturing their marketing capability and high-quality relationships with external actors and invest in absorptive capacity to enhance the positive effect of such linkages. Originality/value This work, combining the external perspective of relational capital and the internal organizational dimension of absorptive capacity, provides valuable insights about the knowledge and resource mix that firms might rely on to achieve better customer satisfaction and loyalty.

Open Innovation Practices and Sustainability Performance in Small and Medium Industries

2019 ◽  
pp. 147-152
Author(s):  
Amelia Kurniawati ◽  
Praditya Ajidarma ◽  
Iwan Inrawan Wiratmadja ◽  
Indryati Sunaryo ◽  
T. M. A. Ari Samadhi
Keyword(s):  
Open Innovation ◽  
Sustainability Performance ◽  
Innovation Practices
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