Building an open innovation model over a horizontal network by applying the open innovation theory on SMEs in Japan. From a case study on Shitamachi Bobsleigh Network Project in Ota City, Tokyo

Purpose: This paper aims to develop a systematic model of open innovation from a systematic view based on the case study of Yuchai Group‘s practices to illustrate the knowledge input and output in the open-innovation model. Design/methodology/approach: The systematic model of open innovation is constructed based on Yuchai Group‘s practices in the People‘s Republic of China from a grounded theory approach. Findings: The results show that, from the systematic view, the dynamic process of open innovation is divided into four interconnected parts: elements, integration, evaluation of performance and adjustment to the environment. For Yuchai Group, the element acquisition are much more vital than the development of ideas.

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Open Innovation and Organizational Capacities

SMEs and Open Innovation ◽

10.4018/978-1-61350-519-9.ch002 ◽

2011 ◽

pp. 24-45

Author(s):

Denis Remon

Keyword(s):

Intellectual Property ◽

Literature Review ◽

Product Development ◽

Open Innovation ◽

Technological Innovations ◽

Basic Model ◽

Innovation Model ◽

Initial Results

Open innovation has gained popularity in recent years. But is the concept new or does it express old realities? The literature review of this case study found that the term “open innovation” is recent and that its development has been facilitated by technological innovations. The case study collected data over a period of eight months from an agrifood SME in Quebec, Canada. The aim was to go beyond the basic model of open innovation and integrate dynamic, absorptive and appropriative capacities into a new working open innovation model. Initial results show that components associated with the basic open innovation model such as intellectual property, joint R&D and co-product development are present as well as certain organizational capacities. The difficulty of applying the concept is due to its interactions rather than its components taken individually. The study concludes that further work is needed to extend the applicability and the foundations of open innovation.

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Strategic Open Innovation model: mapping Iberdrola network

CARMA 2020 - 3rd International Conference on Advanced Research Methods and Analytics ◽

10.4995/carma2020.2020.11610 ◽

2020 ◽

Author(s):

Naiara Pikatza ◽

Izaskun Álvarez-Meaza ◽

Rosa María Río-Belver ◽

Ernesto Cilleruelo

Keyword(s):

Open Innovation ◽

Business Group ◽

Transfer Of Knowledge ◽

Research Centers ◽

Scientific Network ◽

Model Mapping ◽

The World ◽

Innovation Model ◽

The University

Companies are increasingly obliged to collaborate with each other if they wantto be innovative, and this growing transfer of knowledge takes place in acontext of Open Innovation. To study these scientific-technologicalcollaboration networks within an Open Innovation context, the case study ofIberdrola, a Spanish business group dedicated to the production, distributionand marketing of energy, has been chosen. Two methods have been used; thebibliometric method to analyze the Iberdrola scientific network, and patentdata analysis, to analyze the technological network. This has been achievedby using the Scopus and PatSeer databases, and refining the data withVantagePoint software. It was found that in both cases collaboration takesplace with the university, other companies, and research centers. Iberdrolahas an extensive scientific and technological collaboration networkthroughout the world. Both scientific and technological collaboration, despiteit not being common practice in companies, nevertheless, it can be concludedthat Iberdrola is committed to such collaboration in following with theguidelines of its organizational model based on Open Innovation.

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An Examination of Independent Inventor Integration in Open Innovation

Technological, Managerial and Organizational Core Competencies ◽

10.4018/978-1-61350-165-8.ch009 ◽

2012 ◽

pp. 146-166 ◽

Cited By ~ 1

Author(s):

Gavin Smeilus ◽

Robert Harris ◽

Andrew Pollard

Keyword(s):

Open Innovation ◽

Critical Success Factors ◽

Success Factors ◽

New Product ◽

Critical Success ◽

Innovation Model

Open Innovation allows independent inventors to become suppliers of new product ideas to businesses. Unfortunately, only a small percentage of independent inventor approaches, to companies operating Open Innovation mechanisms, result in a commercialised product. Preliminary Critical Success Factors proposed in the previous chapter seek to improve the ability of independent inventors to operate as effective suppliers of new product ideas to businesses through Open Innovation. This chapter will take the preliminary critical success factors proposed in the previous chapter and utilise them as priori constructs (Eisenhardt, 1989) as evidence is sought through case study for their presence or non-presence in a practical context. A case study on the Caparo RightFuel, an automotive device originating from an independent inventor and commercialised through an Open Innovation model, forms the basis of this chapter.

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A multidisciplinary approach for assessing open innovation model impact on stock return dynamics

Management Decision ◽

10.1108/md-05-2017-0481 ◽

2018 ◽

Vol 56 (6) ◽

pp. 1430-1444 ◽

Cited By ~ 2

Author(s):

Luca Vincenzo Ballestra ◽

Stefano Fontana ◽

Veronica Scuotto ◽

Silvia Solimene

Keyword(s):

Open Innovation ◽

Stock Price ◽

Statistical Tests ◽

Price Dynamics ◽

Content Type ◽

Innovation Projects ◽

Innovation Model ◽

Kolmogorov Smirnov ◽

The Impact

Purpose The purpose of this paper is to propose a new statistical approach to evaluate complex open innovation projects on a quantitative basis. In certain circumstances, open innovation entails a radical change of policy that involves various different functions of a company such as R&D, production, and management over a period of years and gives rise to mechanisms of mutual interaction with several business partners, such as collaboration with other companies, universities and R&D institutions, and new suppliers. Then, the question arises of how to measure the impact of such complex open innovation processes on the overall performances of companies. Design/methodology/approach A holistic case study is applied to analyze the effect of open innovation projects on a corporate company’s stock price dynamics. The scope is to identify two different scenarios pre- and post-adoption of an open innovation model by a multinational company, Fujifilm. In particular, a stochastic model, namely the log-normal model, is applied along with three statistical tests: Kolmogorov-Smirnov, Cramer von Mises, and F-test for equal variances, in order to verify if the adoption of an open innovation model causes any significant change in the stock price dynamics of the corporate company. Findings From the findings emerges evidence that open innovation projects have a moderate effect on Fujifilm’s stock price dynamics, but a greater improvement of the perception of Fujifilm’s stock value. This enhances the management and financial literature review by offering a novel, empirical perspective on the effect of the adoption of an open innovation model on a corporate company’s stock price dynamics. Research limitations/implications This research is limited to a single case study, but it can be extended to other stock market companies and therefore improve on the present study. Originality/value An original application of Kolmogorov-Smirnov tests to detect and measure the differences between the two regimes of pre-open innovation and post-innovation regimes.

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Innovation Process Models With Emphasis on Open Innovation Model

Folia Oeconomica Stetinensia ◽

10.2478/v10031-010-0007-5 ◽

2010 ◽

Vol 9 (1) ◽

pp. 167-178 ◽

Cited By ~ 4

Author(s):

Katarzyna Kozioł-Nadolna ◽

Arkadiusz Świadek

Keyword(s):

Open Innovation ◽

Innovation Process ◽

Process Models ◽

Innovation Activity ◽

Formal Framework ◽

Innovation Model ◽

External Sources ◽

Innovation Processes ◽

The Eu

Innovation Process Models With Emphasis on Open Innovation ModelThis article presents different models of innovation processes and focuses in particular on the open innovation. The empirical part is based on the findings on the innovation cooperation of enterprises in the EU and OECD (these data, among others, determine the open innovation). At the end of the article there is a case study of Nokia which implements the open innovation in its innovation activity. The aim of this article is to present the paradigm of the open innovation processes. This approach concentrates on sharing knowledge, i.e. making new solutions available to other units by means of e.g. license sale. The open innovation business model takes advantage of both internal and external sources of ideas without a fear that a company's own ideas when transferred to another organization will lead to the company's loss of profits coming from this idea. The formal framework of an organization is just a symbolic one and makes the flow of knowledge between the organization and its environment possible. The enterprises that adopt the open innovation strategy both enthusiastically develop ideas which were created by others as well as make their own ideas available to other organizations that find them more interesting.

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A Problem in the Making: How Firms Formulate Sharable Problems for Open Innovation Contests

10.1093/oso/9780198816225.003.0006 ◽

2018 ◽

Cited By ~ 1

Author(s):

Martin W. Wallin ◽

Georg von Krogh ◽

Jan Henrik Sieg

Keyword(s):

Knowledge Creation ◽

Open Innovation ◽

Problem Formulation ◽

Theoretical Framework ◽

Monetary Reward ◽

Technical Innovation ◽

Prior Work ◽

Exploratory Case Study ◽

External Sources

Crowdsourcing in the form of innovation contests stimulates knowledge creation external to the firm by distributing technical, innovation-related problems to external solvers and by proposing a fixed monetary reward for solutions. While prior work demonstrates that innovation contests can generate solutions of value to the firm, little is known about how problems are formulated for such contests. We investigate problem formulation in a multiple exploratory case study of seven firms and inductively develop a theoretical framework that explains the mechanisms of formulating sharable problems for innovation contests. The chapter contributes to the literatures on crowdsourcing and open innovation by providing a rare account of the intra-organizational implications of engaging in innovation contests and by providing initial clues to problem formulation—a critical antecedent to firms’ ability to leverage external sources of innovation.

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