scholarly journals The City as an Experimental Environment: The Identification, Selection, and Activation of Distributed Knowledge in Regional Open Innovation Ecosystems

2021 ◽  
Vol 13 (12) ◽  
pp. 6954
Author(s):  
Ben Robaeyst ◽  
Bastiaan Baccarne ◽  
Wout Duthoo ◽  
Dimitri Schuurman
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Distributed Knowledge ◽  
Stakeholder Identification ◽  
Selection Processes ◽  
Living Lab ◽  
Urban Issues ◽  
Dynamic Collaboration ◽  
Multi Stakeholder

Over the past decade, open innovation (OI) literature has extended its scope beyond strictly economic contexts to the context of societal value creation. This has given rise to the notion of (local) distributed knowledge as a driver for sustainable innovation and has highlighted the importance of multi-stakeholder collaborations in new product development (NPD) processes to develop new ICT systems for complex urban issues. Several studies have discussed sustainable stakeholder ecosystem architectures for such collaborations. However, little is known about stakeholder identification and selection processes for collaborations in the urban environment. By combining action research with a case study design, this paper studies the nature of contextualized interactions between knowledge actors in the ecosystem and the processes of attraction, identification, selection, and activation of stakeholders in an urban living lab (ULL). These insights converge in the development of a ‘stakeholder acupuncture framework’, which structures mechanisms and practices within dynamic collaboration ecosystems and defines key boundary conditions for such open-ended ecosystems.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

The significance of knowledge sharing platforms for open innovation success

2019 ◽  
Vol 32 (5) ◽  
pp. 496-516 ◽  
Author(s):  
Wissal Ben Arfi ◽  
Rickard Enström ◽  
Jean Michel Sahut ◽  
Lubica Hikkerova
Keyword(s):  
Knowledge Sharing ◽  
New Product Development ◽  
Open Innovation ◽  
Joint Venture ◽  
Single Case ◽  
Deep Understanding ◽  
Product Development Process ◽  
Content Type ◽  
Performance Results

Purpose The purpose of this paper is to contribute to the theoretical background on how organizational change (OC) enhances open innovation (OI) processes and enables a company to reach performance results through implementing knowledge sharing platforms (KSPs). The authors aim to better understand and investigate how the changes introduced by the implementation of KSPs impact the OC and facilitate the OI process. Design/methodology/approach In this paper, an exploratory longitudinal single case study based on a variety of data sources is used: participant observations, focus group discussions and semi-structured interviews with the KSP members and top managers of a Tunisian SME operating in the dairy products sector. The open-ended responses were subsequently exposed to thematic discourse analysis. Findings The case study findings deeply explore and investigate a company’s experience in implementing OCs when using a joint-venture alliance with a French leader to develop OI. Central to this exhibit is the nature and magnitude of the knowledge sharing between the parties in the OI process, and the significant impact it had on the consumers’ reception of the new products. The outcomes show that due to the sharing of external research and development skills, the creation of the KSP has been an incentive for significant changes and customer targeting and for promoting internal absorptive capacity, minimizing complexity, uncertainty and risks and reaching performance results. Originality/value This paper provides a deep understanding of the new product development process and offers a holistic approach with respect to KSP practices. The significant impact on the consumers’ first response and the subsequent adaption of an industrially produced cheese as a subsidiary product to an existing artisan quality product are examined in this study. Examining the implementation of an OI process, this research is one of the few studies revealing the shortcomings of a former process and a subsequent adaption of a newly successful one that targets the consumers in a MENA country.

Open Innovation through Intermediaries in the Web

2013 ◽  
pp. 191-208 ◽  
Author(s):  
Diana Benito Osorio ◽  
Montserrat Jiménez Partearroyo ◽  
Luis Miguel Arroyo Gutiérrez
Keyword(s):  
Product Development ◽  
Qualitative Analysis ◽  
New Product Development ◽  
Open Innovation ◽  
Innovation Management ◽  
Web Based ◽  
Business Innovation ◽  
Innovation Practices ◽  
The Web

Since its conception Open Innovation has become what can be called the reference mark for business innovation management. The aim of this chapter is threefold; first the authors explain the trends that have emerged from the use of web based open innovation by firms. Secondly, they will establish a relationship between these trends and the phases of the New Product Development (NPD) process. Thirdly, they will carry out a concrete qualitative analysis based on active intermediaries firms. The authors compare different case study of companies that offer themselves as intermediaries in the web for open innovation practices oriented to the product.

scholarly journals Open innovation and user s involvement in new product development: a case study in the automotive sector

2013 ◽  
Vol 11 (1) ◽  
pp. 49-55 ◽  
Author(s):  
Sérgio Ricardo Mazini ◽  
José Alcides Gobbo Junior ◽  
Daniel Jugend ◽  
Sérgio Luis da Silva
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Open Innovation ◽  
New Product ◽  
Automotive Sector

OUTSOURCING OF NEW PRODUCT DEVELOPMENT AND THE OPENING OF INNOVATION IN MATURE INDUSTRIES: A LONGITUDINAL STUDY OF FIAT DURING CRISIS AND RECOVERY

2011 ◽  
Vol 15 (01) ◽  
pp. 69-93 ◽  
Author(s):  
LUCIANO CIRAVEGNA ◽  
GIULIANO MAIELLI
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Vertical Integration ◽  
Open Innovation ◽  
New Product ◽  
Technology Industry ◽  
Market Shares ◽  
Dramatic Decline ◽  
First Time

During the 1990s mature industries, such as car manufacturing, restructured their production and innovation processes, changing from vertical integration to high outsourcing. Open innovation is antithetic to vertical integration. Analyzing whether this restructuring influenced the emergence of open innovation is an important step towards improving our understanding of open innovation (Chesbrough and Crowther, 2006). During the 1990s, Fiat, one the largest European car producers, increased the extent to which it involved external firms in new product development (NPD). Unlike its competitors, Fiat outsourced the NPD of core products, resembling the opening of innovation that "radical innovators" implement in high technology industry (Laursen and Salter, 2006, 137). However, it failed to transition towards open innovation because its "opening" to external firms also entailed downsizing in-house NPD divisions, which caused a "hollowing out" of its knowledge (Becker and Zirpoli, 2003). The products developed through this system did not perform well. After a dramatic decline in market shares, Fiat changed its NPD system: it reduced outsourcing of NPD, whilst opening it to customers for the first time. This contributed to the development of highly successful models, which fuelled Fiat's recovery after 2004. The paper explains the Fiat case by looking at the drivers of its organizational changes from a historical perspective. It argues that Fiat's cost-cutting routines, developed because of its intangible specialization in small vehicles, explain why it opened NPD to suppliers but failed to adopt open innovation. The case study is relevant for the study of open innovation because it provides evidence of the relationships between outsourcing and open of innovation in a mature industry that went through a profound process of restructuring during the 1990s.

Inbound open innovation for pharmaceutical markets: a case study of an anti-diabetic drug in-licensing decision

2016 ◽  
Vol 31 (2) ◽  
pp. 205-218 ◽  
Author(s):  
Allan Ya-Huan Wu ◽  
Victoria Janine Little ◽  
Brian Low
Keyword(s):  
Decision Making ◽  
New Product Development ◽  
Open Innovation ◽  
Participant Observation ◽  
Single Case ◽  
Extended Model ◽  
Type I ◽  
Managerial Decision ◽  
Content Type

Purpose – This paper aims to increase understanding of how firms can more effectively identify valuable and profitable innovations in the pharmaceutical industry and to identify the issues and challenges posed by current managerial decision-making practices. Design/methodology/approach – A case study of a single project is presented: a drug in-licensing decision made by a team of three managers in a large Australian pharmaceutical firm. Using participant-observation, interviews and archival analysis, the authors followed the managers as they identified and evaluated 122 late-stage anti-diabetic drug variants for further development. Findings – The managers used decision heuristics to arrive at a short list of three drugs from a choice set of 122. While the process was ostensibly rational and systematic, there was evidence of data quality issues, misleading mental models and cognitive bias. The authors concluded a high probability of accepting a poor candidate or rejecting a stronger candidate (i.e. making Type I and II errors). Research limitations/implications – This paper focuses on initial market and technology evaluation stage only (i.e. not commercialization) and is a single case study design; therefore, care should be taken in generalizing to other decisions or other contexts. This paper highlights the need for further research integrating organizational decision-making and open innovation from a multi-disciplinary perspective. Practical/implications – This paper raises awareness of potential decision-making pitfalls and includes a detailed audit framework to support improved managerial decision processes and double rather than single loop learning. Social/implications – The findings support better decision-making and therefore supports higher quality drug selection and development, leading to improved population health outcomes. Originality/value – Multi-disciplinary, draws attention of marketing and new product development scholars to open innovation research. It adds to knowledge about open innovation practices at the project level. It also provides an extended model of market opportunity analysis for high technology markets.

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

2018 ◽  
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.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

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