Can Government Policies Drive Open Innovation Type Platforms? Ideas from the MSC Malaysia Flagship Applications

2017 ◽  
Vol 22 (3) ◽  
pp. 490-505 ◽  
Author(s):  
Aliza A. Omar ◽  
Avvari V. Mohan ◽  
XIAOFEI ZHAO
Keyword(s):  
Research And Development ◽  
Emerging Economies ◽  
Open Innovation ◽  
Active Role ◽  
Economic Benefits ◽  
Government Policies ◽  
Business Organisation ◽  
Demand Pull ◽  
Innovation Platform ◽  
Innovation Type

The discussion of open innovation has always been centred on the organisation where innovation occurs. The focus would be on the inflow and outflow of knowledge into the organisation; several studies and cases published have addressed the concept around business (or government) organisations and their research and development (R&D) activities. The open innovation framework is based on a focal organisation, which is usually a business organisation that provides a platform for other organisations to collaborate—either helping the focal organisation to commercialise its knowledge and gain economic benefits or vice versa. This notion, we argue, is where an open innovation platform is ‘supplier-driven’, that is, ‘supplier’ indicating the focal organisation where innovation occurs. In this article, however, we propose an alternate framework for open innovation, that is, one that is ‘customer-driven’ where the customer organisation or demand-creating organisation provides a platform for open innovation. This alternate notion is derived from the case of the flagship applications of Malaysia’s Multimedia Super Corridor (MSC Malaysia). The MSC Malaysia flagships can be seen as open innovation type platforms established by the customer, that is, the Malaysian government—which provides the demand pull for creating an open-innovation platform. This framework of a ‘customer-driven’ open innovation platform could provide lessons for other emerging economies to understand how their governments can play a more active role, as policymaker and demand-generating entity, to create a platform for open innovation.

Identifying the factors determining cooperative innovation effect in emerging economies

2017 ◽  
Vol 11 (3) ◽  
pp. 366-386 ◽  
Author(s):  
Xuemei Xie ◽  
Saixing Zeng ◽  
Zhipeng Zang ◽  
Hailiang Zou
Keyword(s):  
Social Networks ◽  
Emerging Economies ◽  
Structural Equation ◽  
Manufacturing Firms ◽  
Innovation Performance ◽  
Government Policies ◽  
Content Type ◽  
Four Dimensions ◽  
Internal Capabilities ◽  
Collaborative Innovation

Purpose The purpose of this study is to identify the factors determining collaborative innovation effect of manufacturing firms in emerging economies. Design/methodology/approach Based on a survey of 1,206 Chinese manufacturing firms and using structural equation modelling, this study explores the factors determining the effect of collaborative innovation among manufacturing firms (namely, internal capabilities, government policies, collaboration mechanisms and social networks) and examines the relationship between collaborative innovation effect and innovation performance. Findings The study finds that there are significantly positive relationships between firms’ internal capabilities, government policies, collaboration mechanisms and social networks and collaborative innovation effect among firms. Practical implications These findings reveal that policymakers should create an effective institutional culture and market environment to facilitate firms’ collaborative innovation. Originality/value This paper draws on the resource-based view of firms and contributes to understanding of how the development of factors determining firms’ collaborative innovation effect can improve innovation performance. This study extends established frameworks on collaborative innovation in relation to four dimensions, namely, firms’ internal capabilities, government policies, collaboration mechanisms and social networks, uniquely identifying the limits of specific dimensions. Moreover, this study addresses government policies and “Guanxi culture” specific to China that provide new insights into how firms’ collaborative innovation is improved from the perspectives of business–governmental relations and social networks.

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.

Designing Appropriate Frameworks, Models, Strategies and Solutions

2011 ◽  
pp. 271-291
Author(s):  
Pawan Chhabra ◽  
Chetan Jagatkishore Kothari ◽  
Subhadip Sarkar
Keyword(s):  
Standard Model ◽  
Open Innovation ◽  
Software Systems ◽  
Full Potential ◽  
Information Communication ◽  
Collaborative Innovation ◽  
Ethics Policies ◽  
Architectural Models ◽  
Access Rights ◽  
Innovation Platform

In recent times, the focus of innovation is increasingly moving beyond the centralized R&D programs of large firms to more of a collaborative innovation. This is true even in the Information Communication Technology (ICT) industries. With this approach in mind, the technical strategy has to be laid down to design appropriate architectural models that act as key foundations of building large software systems without compromising on access rights, privacy, confidentiality, ethics, policies, IP, etc. A platform that can enable researchers to share their views, ideas, thoughts or products in seamless manner is the need of the hour. Chapter 17 examines the ways and means of creating a standard model which focuses on well proven software design practices to leverage full potential of open innovation platform; while focusing upon the evolution of IP trends and without compromising on access rights, privacy, confidentiality, ethics, policies, IP, etc.

Social Software Support for Collaborative Innovation Development within Organizations

2012 ◽  
Vol 2 (1) ◽  
pp. 56-76 ◽  
Author(s):  
Michael Reinhardt ◽  
Martin Wiener ◽  
Marc René Frieß ◽  
Georg Groh ◽  
Michael Amberg
Keyword(s):  
Information Integration ◽  
Open Innovation ◽  
Design Science ◽  
Social Software ◽  
Community Based ◽  
Software Support ◽  
Innovation Development ◽  
Content Sharing ◽  
Collaborative Innovation ◽  
Innovation Platform

Applying a design science approach, the authors developed and tested a social network-based open innovation platform prototype that supports two major aspects of an organization’s ability to drive ideas into innovation concepts. First, the system implements a structured and transparent process logic that enables knowledge aggregation through content sharing and information integration as well as individual workflows of single actors. Second, the platform shapes a collaborative, time- and space-independent common context, which enables employees to build and run an open innovation community. Based on a prototype, the authors also evaluated the platform’s usability as well as its usefulness for collaborative development of innovative concepts.

Integrated operations program with Statoil

2011 ◽  
Vol 51 (2) ◽  
pp. 682
Author(s):  
David Haake
Keyword(s):  
Research And Development ◽  
Petroleum Industry ◽  
Great Promise ◽  
Active Member ◽  
Work Processes ◽  
Time Data ◽  
Business Organisation ◽  
Industry Standards ◽  
Offshore Industry ◽  
Integrated Operations

Several years ago, IBM established its Smarter Planet vision: to bring a new level of intelligence to how the world works—to how every person, business, organisation, government, natural system, and man-made system interacts. Mr Haake will present a case study from our collaboration with Statoil on integrated operations. Statoil defines integrated operations (IO) as: collaboration across disciplines, companies, organisational and geographical boundaries—made possible by real-time data and new work processes—to reach safer and better decisions faster. To help identify the methods, technologies and work processes necessary to integrate its operations, Statoil appointed a research and development consortium consisting of ABB, IBM, SKF and Aker Kvaerner. The Statoil TAIL IO project was aimed at improving operations at fields approaching the end of their life-spans—the stage where production rate is declining, the facilities are aging, and the cost of operation is high. The result is a set of integrated operations solutions based on industry standards that offer great promise. “Our efforts to bring more integration and collaboration to our production processes are critical to the future of the offshore industry. IBM has shown a strong commitment to helping us achieve this goal.”—Adolfo Henriquez, head of Integrated Operations, Statoil. IBM Research, is the world’s largest private research institution. The IBM annual research and development budget is nearly $6 Billion. IBM is also an active member and participant in the development and leadership of multiple petroleum industry standards bodies: Mimosa and Open Operations & Maintenance Integrated Operations of the High North (IOHN) Energistics, coordinating WITSML and PRODML.

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.

Forging Greater Xi’an

Modern China ◽  
2016 ◽  
Vol 42 (6) ◽  
pp. 638-673 ◽  
Author(s):  
Kyle A. Jaros
Keyword(s):  
Local Governments ◽  
Urban Governance ◽  
Active Role ◽  
Economic Benefits ◽  
Shaanxi Province ◽  
The Political ◽  
Economic Competitiveness ◽  
Political Costs ◽  
Metropolitan Growth ◽  
Political Forces

The trend of metropolitanization—rapid growth of the largest cities, horizontal sprawl, and pursuit of economic competitiveness—in China has attracted much attention from scholars. Whereas existing research generally portrays local governments as the key agents behind metropolitan-style development, this article emphasizes the active role higher-level governments play in shaping urban growth. I use the case of the Xi’an-Xianyang area in Shaanxi province to explore the political forces behind metropolitanization, tracing efforts since 2000 to build a larger, more integrated Greater Xi’an. I argue that provincial-level authorities in particular favor urban development that is focused on leading cities but crosses different jurisdictions, which helps them reap economic benefits from urban scale while limiting its political costs. Driving development from above is contentious, however, and requires significant clout on the part of provincial governments. In Xi’an, metropolitan growth has accelerated as Shaanxi has become economically and politically stronger, yet urban governance problems have persisted.

scholarly journals RETHINKING THE ROLE OF INTERMEDIARIES AS AN ARCHITECT OF COLLECTIVE EXPLORATION AND CREATION OF KNOWLEDGE IN OPEN INNOVATION

2013 ◽  
Vol 17 (02) ◽  
pp. 1350007 ◽  
Author(s):  
MARINE AGOGUÉ ◽  
ANNA YSTRÖM ◽  
PASCAL LE MASSON
Keyword(s):  
Traffic Safety ◽  
Open Innovation ◽  
Active Role ◽  
Qualitative Approach ◽  
Early Phases ◽  
High Uncertainty

This paper questions the applicability of traditional notions of intermediary activities, which are usually categorized as either brokering or networking, in cases of high uncertainty regarding technologies, markets or which actors to involve. In the case of collaborative open innovation, especially in circumstances when no single organization is able to take on the challenge alone, the activities traditionally associated with intermediation do not suffice to describe what an intermediary can do to support innovation. This paper presents two cases of intermediaries working with the early phases of traffic safety innovations, and how they have managed to develop their activities beyond solely brokering and networking, but also to take an active role in the process of joint exploration and creation of knowledge. We use a qualitative approach to analyze the two cases in order to provide examples of how rethinking intermediation activities can support open innovation in a collaborative setting. The findings suggest that intermediaries can take on a more active role, which could be described as an architect which designs prerequisites and offers leadership in the process of joint exploration and creation of knowledge.

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