scholarly journals Why Open Innovation is Easier Said Than Done: An Organizational Identity Perspective

2020 ◽  
Vol 8 (2) ◽  
pp. 47-67
Author(s):  
Maral Mahdad ◽  
Chiara E. De Marco ◽  
Andrea Piccaluga ◽  
Alberto Di Minin
Keyword(s):  
Organizational Identity ◽  
Open Innovation ◽  
Organizational Transformation ◽  
Identity Transformation ◽  
Identity Change ◽  
Innovation Ecosystem ◽  
Managerial Skills ◽  
Innovation Activities ◽  
Identity Ambiguity ◽  
University Scientists

In this article, we explore and interpret organizational identity transformation associated with open innovation strategy of the largest telecommunication company in Italy, Telecom Italia (TIM). When TIM established eight joint laboratories within five major Italian universities to benefit from opening its business model, it transferred some of the R&D employees to the new laboratories to work with the university scientists. This organizational transformation created underexplored conditions for R&D employees engaged in the open innovation activities of the firm. Our interpretive phenomenological analysis (IPA) answers the question of “How do R&D employees experience organizational identity change in the process of open innovation?”. We based our analysis on interpreting lived experiences of 14 employees. Studying the phenomena of organizational identity change during the process of open innovation implementation suggests the following: (1) The process of open innovation through mobility of skilled R&D employees triggers organizational identity ambiguity and change, (2) Organizational identity ambiguity phase in the process of open innovation can be shortened by the support of parent company and managerial skills highlighting sensemaking mechanisms, (3) Constructing a shared organizational identity with university members involved in this process is an undeniable element of OI success for this strategy. We contribute to the literature by establishing linkages among organizational identity and open innovation and by building on recent works on the role of individuals within open innovation ecosystem. Our qualitative analysis draws on a conceptual framework for open innovation and organizational identity transformation.

Mapping the Open Innovation Ecosystem: An Analysis of the Technical and Strategic Level

2014 ◽  
Vol 945-949 ◽  
pp. 450-460 ◽  
Author(s):  
Murilo Agio Nerone ◽  
Osíris Canciglieri ◽  
Maria Teresinha Arns Steiner ◽  
Robert I.M. Young
Keyword(s):  
Open Innovation ◽  
Innovation Process ◽  
Current View ◽  
Review Of The Literature ◽  
Innovation Ecosystem ◽  
Innovation Activities ◽  
To Come ◽  
New Variables ◽  
Type Classification

The scope of this paper is to further extend the classification of the open innovation activities in order to provide a template to the case studies and theories, in the field, to come. Also, it serves as guidance to practitioners deploy supportive capabilities to their exact needs. A review of the literature, indexed by ISI Web of Knowledge and Scopus, of the studies that could respond the why’s and how’s of the open innovation process was done. Based on this review, we propose an extension of the current view (inbound, outbound and coupled) encompassing two other variables, called levels (technical level and strategy level). These two new variables crossed against the current archetype (inbound, outbound and coupled) provide a six type classification. We further analyze each of these types, examining their usefulness and exemplifying how it has been applied by companies.

Identity Ambiguity and Change in the Wake of a Corporate Spin-off

2004 ◽  
Vol 49 (2) ◽  
pp. 173-208
Author(s):  
Kevin G. Corley ◽  
Dennis A. Gioia
Keyword(s):  
Organizational Identity ◽  
Collective State ◽  
Identity Change ◽  
Interpretive Case Study ◽  
Identity Ambiguity ◽  
Fortune 100 ◽  
Collective Experience ◽  
Experience Of Change ◽  
Independent Organization

We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent organization. We examined the processes by which the labels and meanings associated with the organization's identity underwent changes during and after the spin-off, as well as how the organization responded to these changes. The emergent model of identity change revolved around a collective state of identity ambiguity, the details of which provide insight into processes whereby organizational identity change can occur. Additionally, our findings revealed previously unreported aspects of organizational change, including organization members' collective experience of “change overload” and the presence of temporal identity discrepancies in the emergence of the identity ambiguity.

scholarly journals External Knowledge Sourcing and Innovation Processes in Modern Economic Environment

2017 ◽  
Vol 53 (2) ◽  
pp. 39-56 ◽  
Author(s):  
Dorota Roszkowska
Keyword(s):  
Open Innovation ◽  
Virtual Communities ◽  
Empirical Studies ◽  
Theoretical Background ◽  
Innovation Networks ◽  
Innovation Ecosystem ◽  
Global Networks ◽  
Innovation Activities ◽  
The Impact ◽  
Innovation Processes

AbstractIn an open and digital economy where ICTs, global networks and innovation systems play a key economic role, knowledge used by companies is increasingly gathered using different external sources. Rapidly changing technology enables companies to use new ways to innovate. New innovation processes permit companies to reduce risk and the costs of innovation. New paradigms, called open innovation and co-innovation, allow organizations to remain innovative in a rapidly changing environment. The objectives of this paper are: to provide a better understanding of open innovation and co-innovation paradigms and to suggest instruments for organizations to benefit from co-innovation ecosystem.Internet empowered ICT tools can be the first step for an organization to initiate implementation of a digital strategy. To gain incremental, tacit, organizational knowledge or marketing skills, a new innovation strategy should involve networking through social networks and virtual communities. Digitalization of innovation activities constitutes a new important role for innovation networks and ecosystems, including global innovation networks, as knowledge and technology are no longer owned by a single firm or country. This paper attempts to prepare the theoretical background, for empirical studies on the impact of new innovation processes on company innovation and their competitive advantages. The study is descriptive and analytical, building on the theory and empirical results of previous studies on new, digital innovation models.

scholarly journals Trouble in Paradise? Barriers to Open Innovation in Regional Clusters in the Era of the 4th Industrial Revolution

2020 ◽  
Vol 6 (3) ◽  
pp. 84 ◽  
Author(s):  
Marita McPhillips
Keyword(s):  
Open Innovation ◽  
Industrial Revolution ◽  
Public Support ◽  
Regional Innovation ◽  
Innovation Ecosystem ◽  
Innovation Activities ◽  
Innovation Intermediaries ◽  
Nation Wide Survey ◽  
Depth Interviews ◽  
Innovation Processes

The purpose of this paper is to provide an insight into the barriers faced by clusters as open innovation intermediaries. Literature review and an empirical study were performed, involving a nation-wide survey, case studies, and in-depth interviews with cluster actors involved in open innovation activities. This article conceptually links open innovation and clusters in the context of the fourth industrial revolution, empirically identifies barriers hindering open innovation in clusters, and indicates factors that might affect the open innovation processes in networked ecosystems. The findings confirm that the perception of barriers hindering open innovation in clusters differs between clusters already implementing open innovation and those which are still not active in this area. The findings contribute to a comprehensive understanding of the potential roles of clusters as open innovation intermediaries in the context of transitioning economies. With clusters playing a role in open innovation intermediary, public support at cluster level could increase openness to cooperation not only for member companies, but all participants in the regional innovation ecosystem.

METHODOLOGY FOR DETERMINING PRIORITY NTI MARKETS BASED ON THE REGION'S INDUSTRY SPECIALIZATION

2020 ◽  
Vol 2 (9) ◽  
pp. 80-88
Author(s):  
M. M. MARKHAICHUK ◽  
◽  
M. A. TOBIEN ◽  
Keyword(s):  
Regional Development ◽  
Legal Regulation ◽  
Educational Organizations ◽  
Technology Initiative ◽  
Innovation Ecosystem ◽  
Industry Specialization ◽  
Innovation Activities ◽  
Regional Market ◽  
Vladimir Region ◽  
National Technology

The method proposed in this paper allows us to determine the most promising areas of regional development within the framework of The national technology initiative (NTI) concept, taking into account the region's industry specialization. According to this method, the priority NTI markets for the Vladimir region were evaluated, and a map of the innovation ecosystem was compiled for the TechNet market, which received the highest points in the evaluation. The map shows the main stakeholders of the regional market “TechNet”, such as key enterprises in this area; educational organizations that train qualified specialists in this field; regional executive authorities responsible for legal regulation of innovation activities in the region, etc.

scholarly journals Green Innovation in Environmental Complexity: The Implication of Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 107
Author(s):  
Ieva Meidute-Kavaliauskiene ◽  
Şemsettin Çiğdem ◽  
Aidas Vasilis Vasiliauskas ◽  
Bülent Yıldız
Keyword(s):  
Firm Performance ◽  
Open Innovation ◽  
Environmental Uncertainty ◽  
Environmentally Friendly ◽  
Maximum Level ◽  
Survey Method ◽  
Green Innovation ◽  
Environmental Complexity ◽  
Data Set ◽  
Innovation Activities

People have become more conscientious about the environment in recent years. Increasing environmental awareness drives customers to be more selective about environmentally friendly products and forces governments to adopt environmentally friendly policies. As a result, competition in the market becomes more challenging. Thus, companies cannot remain indifferent to adopting environmentally friendly strategies to be sustainable. In this regard, this study investigates the effect of green innovation on firm performance. We also examined whether the environmental uncertainty moderates the investigated effect. For this purpose, first, data were collected from the first 1000 exporting firms declared in 2019 by the Turkey Exporters Assembly using a survey method. Secondly, factor analyses and regression analyses were performed with the data set obtained from 136 companies. As a result of the analysis, it was determined that green innovation increases both environmental performance and economic performance. It also was found that green innovation positively affects firm performance, but environmental uncertainty reduces this effect. According to these results, it was offered that firms should increase their green innovation activities to achieve better outputs and seek ways to reduce environmental uncertainty to keep these outputs at the maximum level. Finally, the research includes some considerations on the positive implications and potential of green innovation in an open-innovation context.

scholarly journals A model of an agile organization designed to better manage the COVID-19 crisis

2020 ◽  
pp. 084047042098047
Author(s):  
Fabrice Brunet ◽  
Kathy Malas ◽  
Danielle Fleury
Keyword(s):  
Organizational Structure ◽  
Open Innovation ◽  
Health Centre ◽  
Healthcare Organizations ◽  
Innovation Ecosystem ◽  
The People ◽  
Model Of Management ◽  
Agile Organization ◽  
Decentralized Model ◽  
Lack Of Knowledge

COVID-19 strongly hit healthcare organizations due to three factors: the lack of knowledge of this new virus, the fear of the people, and the continuous modifications in the management of the crisis. This situation required flexibility and adaptability of organizations, as our university health centre demonstrated. It relied on a decentralized model of management based on three pillars: a culture of innovation and creativity, an agile organizational structure, and an open innovation ecosystem and network. These assets were already developed prior to the onset of COVID-19 and helped our organization to better respond to the crisis.

scholarly journals Two Sides of the Same Coin. University-Industry Collaboration and Open Innovation as Enhancers of Firm Performance

2021 ◽  
Vol 13 (7) ◽  
pp. 3866
Author(s):  
Joana Costa ◽  
Ana Rita Neves ◽  
João Reis
Keyword(s):  
Firm Performance ◽  
Open Innovation ◽  
Primary Data ◽  
Company Performance ◽  
Innovation Ecosystem ◽  
Industry Collaboration ◽  
And Performance ◽  
Performance Results ◽  
The Impact ◽  
University Industry

Open innovation is proved to be determinant in the rationalization of sustainable innovation ecosystems. Firms, universities, governments, user communities and the overall environment are called to contribute to this dynamic process. This study aims to contribute to a better understanding of the impact of open innovation on firms’ performance and to empirically assess whether university-industry collaborations are complementary or substitutes for this activity. Primary data were collected from a survey encompassing 908 firms, and then combined with performance indicators from SABI (Spanish and Portuguese business information). Econometric estimations were run to evaluate the role of open innovation and university-industry collaboration in the firm innovative propensity and performance. Results highlight the importance of diversity in collaborations with the academia and inbound open innovation strategy as enhancers of firm performance. The two activities reinforce each other. By testing the impact of open innovation practices on company performance, the need for heterogeneity in terms of contact type and university is also demonstrated. Findings cast light on the need to reformulate existing policy packages, reinforcing the ties with academia as well as the promotion of open innovation strategies. The connection to the innovation ecosystem needs to be further encouraged as well as the promotion of persistent connections with the knowledge sources in an open and multilateral framework.

scholarly journals Eco-Innovation, Sustainability and Business Model Innovation by Open Innovation Dynamics

2021 ◽  
Vol 7 (2) ◽  
pp. 149
Author(s):  
Magdalena Pichlak ◽  
Adam R. Szromek
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Business Leaders ◽  
Innovation Activity ◽  
Computer Assisted ◽  
Supply Chain Collaboration ◽  
Sustainable Business ◽  
Innovation Activities ◽  
Innovation Dynamics ◽  
New Business

The paper aims to analyze the environmental aspects of innovation activity undertaken by companies and, in particular, to assess sustainable business leaders’ propensity to generate eco-innovation. The research described in the paper was descriptive and, to some extent, diagnostic. It was based on a non-random sample and was conducted—using the Computer Assisted Telephone Interview (CATI) method—in 2019 among 54 of the most eco-innovative Polish companies. The results of the research indicate that they are more likely to generate radical rather than incremental changes. Moreover, the most eco-innovative companies are those developing technologies for biodiversity protection. The results further indicate that companies with more than 50 employees have a higher propensity to develop incremental and radical eco-innovation than smaller firms with relatively fewer resources. Finally, this study shows that adopting an open innovation strategy strengthens the propensity to generate eco-innovation, especially radical ones. Moreover, developing such changes is dominated by the adoption of strategic and operational forward supply chain collaboration, involving the absorption of knowledge and information streaming directly from the market. The results can provide a frame for developing new business models incorporating collaboration in eco-innovation activities, especially in the situation of a post-pandemic recovery of the economy.

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