scholarly journals Mechanisms to manage intellectual property in collaborative innovation projects

2016 ◽  
pp. 83
Author(s):  
María del Socorro López Gómez ◽  
James Alberto Morales Chincha ◽  
José Edinson Aedo-Cobo
Keyword(s):  
Intellectual Property ◽  
Collaborative Innovation ◽  
Innovation Projects

Managing triadic supplier relationships in collaborative innovation projects: a relational view perspective

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Patrucco ◽  
Christine Mary Harland ◽  
Davide Luzzini ◽  
Federico Frattini
Keyword(s):  
Knowledge Exchange ◽  
Relational View ◽  
Empirical Examination ◽  
Supplier Relationships ◽  
Content Type ◽  
Complementary Resources ◽  
Triadic Relationships ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project

Purpose Suppliers are essential partners in innovation projects, as they own resources, knowledge assets and capabilities that complement those of buying firms. In today’s competitive environment, firms may choose to collaborate with suppliers beyond dyads, forming triadic or three-party relationships. Using the theoretical lens of the relational view (RV), this study aims to explore what type of triad configurations firms use to govern supplier relationships in collaborative innovation projects, how they choose to share resources and implications for project performance. Design/methodology/approach The authors use interview data from buyers and suppliers in six case studies of firms involved in ten collaborative innovation projects. The four constructs of the RV are used to observe how firms govern triadic relationships, combine complementary resources, invest in relationship-specific assets and manage information and knowledge exchange with and between suppliers in innovation projects. Findings Four archetypes of triadic relationships in innovation projects – labeled Triangle, A-frame, D-Frame and Line – are presented and characterized in terms of their structural and relational features. The authors discuss how each triad archetype is applicable to different innovation projects according to specific project characteristics. Originality/value This study is pioneering in its empirical examination of triadic relationships in collaborative innovation projects. It provides a novel typology of four archetypes of triad from the perspective of collaborative relationships with suppliers. Through applying the RV, it advances understanding of how triadic relationships are governed, how they invest in relationship-specific assets, how they combine complementary resources and how they exchange knowledge and information in each type of triad appropriate to different innovation project settings. To date, much of the extant literature has focused on dyads.

scholarly journals Intellectual Property and Licensing Strategies in Open Collaborative Innovation

2013 ◽  
pp. 1204-1224
Author(s):  
Marcel Bogers ◽  
Rudi Bekkers ◽  
Ove Granstrand
Keyword(s):  
Intellectual Property ◽  
Knowledge Exchange ◽  
Collaborative Innovation ◽  
Protecting Intellectual Property ◽  
Collaborative Efforts

Protecting intellectual property and controlling the use of their inventions is key to the strategy of many firms. At the same time, in order to be successful in open collaborative innovation, firms need to share their knowledge with others. This chapter presents, for moderate specialists, some strategic considerations with respect to managing intellectual property in open collaborative innovation. The chapter discusses how licensing strategies can be employed to balance various goals in collaborative efforts to innovate. In particular, licensing of intellectual property is presented as a way to manage protected knowledge that is developed and shared in collaborative innovation. Different elementary licensing schemes are presented. Open collaborative innovation can then consist of various “modules” of elementary licenses. The chapter finally proposes a few distinct strategies for governing knowledge exchange in collaborative innovation, including open exchange and layered schemes, thereby outlining some conditions for successful open collaborative innovation.

scholarly journals Triple Helix Innovation Model: Inspiration from Germany

2020 ◽  
Author(s):  
Hendro Wicaksono
Keyword(s):  
Strategic Alliances ◽  
Triple Helix ◽  
Research And Innovation ◽  
Open Research ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Model

The presentation discusses the implementation of triple helix innovation model 3, where government, universities, and industries collaborate closely to create an integrated innovation environment. The implementation in Germany focuses on university spin-off, open research and innovation projects, strategic alliances and clusters, an collaborative innovation labs. Finally, implications on Indonesian context are presented.

A strategic success model for collaborative innovation projects: harnessing the higher-level learning opportunities hidden within project team tension

2018 ◽  
Vol 32 (5) ◽  
pp. 29-31
Author(s):  
Martin Andrew Green
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Learning Opportunities ◽  
Content Type ◽  
Success Model ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Pertinent Information ◽  
Strategic Success ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper demonstrates that learning through tensions is a catalyst for learning and proposes framework tools for managing cross-organizational projects to an efficient and more culturally aligned conclusion. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Governance and performance in co-exploitation and co-exploration projects

2020 ◽  
Vol 35 (5) ◽  
pp. 875-894
Author(s):  
Miguel Solís-Molina ◽  
Miguel Hernández-Espallardo ◽  
Augusto Rodríguez-Orejuela
Keyword(s):  
Governance Mechanism ◽  
Informal Governance ◽  
Content Type ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project ◽  
Contractual Governance ◽  
Complementary Assets ◽  
And Performance ◽  
The One

Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

How to plan and manage a project to co-create value with stakeholders

2014 ◽  
Vol 42 (2) ◽  
pp. 19-25 ◽  
Author(s):  
Gaurav Bhalla
Keyword(s):  
Design Methodology ◽  
Best Practice ◽  
Market Segments ◽  
Content Type ◽  
Early Adopters ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Lead Users ◽  
Practical Implications ◽  
Selection Of

Purpose – The article explains how innovating with customers and other stakeholders to achieve co-creation of value requires companies to marry their collaborators' interests with corporate knowledge and resources. The process starts with setting objectives and proceeds through four additional steps: selection of arenas, engagement with collaborators, choice of project tools and processes and defining contracts with stakeholders. Design/methodology/approach – The authors describe how leading firms have developed best-practice processes, tools and technologies to better enable and expedite value co-creation. Findings – The article offers managers guidelines for deciding which customers to select for participation in specific co-creation programs. The choices are: Customers who have extraordinary passion for their brands; customers in attractive or untapped market segments; customers that exhibit a high co-creation potential; innovators and early adopters; lead users looking to develop solutions to solve their own needs. Practical implications – Collaborative innovation projects need to define “What's in it for the collaborators?” Customer collaboration rarely operates independent of incentives. Originality/value – The article offers practical guidance for companies that engage in co-creation projects because they want to them to foster the discovery of customer interest and value, which they can turn into innovation and competitive advantage.

scholarly journals Proximity and power in collaborative innovation projects

2017 ◽  
Vol 52 (1) ◽  
pp. 35-46 ◽  
Author(s):  
Teis Hansen ◽  
Jannika Mattes
Keyword(s):  
Collaborative Innovation ◽  
Innovation Projects
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