scholarly journals Open Circular Innovation: How Companies Can Develop Circular Innovations in Collaboration with Stakeholders

2021 ◽  
Vol 13 (23) ◽  
pp. 13456
Author(s):  
Anja Eisenreich ◽  
Johann Füller ◽  
Martin Stuchtey
Keyword(s):  
Open Innovation ◽  
Innovation Process ◽  
Resource Scarcity ◽  
Qualitative Research Design ◽  
The Status ◽  
Open Circular ◽  
Face Complex ◽  
Innovation Practices ◽  
Depth Interviews

A transition toward the circular economy (CE) will be key to addressing future environmental and economic challenges, such as environmental pollution and resource scarcity. However, when introducing circular solutions, companies often face complex and disruptive changes that affect many stakeholders and require new innovation practices. This study investigates open circular innovation by analyzing the status quo of circular innovation, discussing the relevance and role of different stakeholders, and examining approaches for open circular innovation processes. The study employs a qualitative research design, including 14 in-depth interviews with CE and innovation experts. The findings indicate that companies currently focus on closed innovation approaches or collaborate with only one stakeholder at a time when developing circular innovations. Stakeholder groups, such as customers, suppliers, and academia, play a crucial role in the innovation process, whereas direct collaborations with governments and competitors are seen controversially. An open innovation network approach combined with crowdsourcing is regarded as the most promising for developing circular solutions. This study contributes to connecting open innovation with CE research and provides new knowledge at this interface. Additionally, this research gives managers guidance on how to approach open circular innovation and thus supports companies on their way toward a CE.

Exploring the Role of Open Innovation Intermediaries

2020 ◽  
pp. 1386-1402
Author(s):  
Pierre-Jean Barlatier ◽  
Eleni Giannopoulou ◽  
Julien Pénin
Keyword(s):  
Technology Transfer ◽  
Transaction Costs ◽  
Open Innovation ◽  
Innovation Process ◽  
Public Research ◽  
Innovation Intermediaries ◽  
Diffusion Of Knowledge ◽  
Innovation Practices ◽  
And Diffusion

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Exploring the Role of Open Innovation Intermediaries

Crowdsourcing ◽  
2019 ◽  
pp. 632-648
Author(s):  
Pierre-Jean Barlatier ◽  
Eleni Giannopoulou ◽  
Julien Pénin
Keyword(s):  
Technology Transfer ◽  
Transaction Costs ◽  
Open Innovation ◽  
Innovation Process ◽  
Public Research ◽  
Innovation Intermediaries ◽  
Diffusion Of Knowledge ◽  
Innovation Practices ◽  
And Diffusion

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Exploring the Role of Open Innovation Intermediaries

2017 ◽  
pp. 87-103
Author(s):  
Pierre-Jean Barlatier ◽  
Eleni Giannopoulou ◽  
Julien Pénin
Keyword(s):  
Technology Transfer ◽  
Transaction Costs ◽  
Open Innovation ◽  
Innovation Process ◽  
Public Research ◽  
Innovation Intermediaries ◽  
Diffusion Of Knowledge ◽  
Innovation Practices ◽  
And Diffusion

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Is Co-working Increase Survivability? Study on how Collaborating and Networking Facilitates Open Innovation Process for Startups

2020 ◽  
Vol 7 (2) ◽  
pp. 68-75
Author(s):  
Elissa Dwi Lestari
Keyword(s):  
Open Innovation ◽  
Deep Understanding ◽  
Innovation Process ◽  
Future Research ◽  
Innovation Ecosystem ◽  
Quantitative Studies ◽  
Multiple Case ◽  
Start Ups ◽  
Community Manager

Startups, as they are bounded to their liabilities of newness and smallness, need to collaborate extensively with their external partners through the open innovation process. This study aims to depict Co-working space's pivotal role in building up a working innovation ecosystem that facilitates open innovation for startups. To get a more deep understanding of the phenomena, this study used an exploratory study based on three case studies of Co-working spaces operated in the Jakarta region. The study shows that the open innovation process among startups is not naturally existed, but instead, it is purposefully designed by the role of a community manager who acts as the ecosystem catalyst. The community manager becomes the ecosystem enablers that facilitate the networking process by connecting members. As a result, these activities will help the emerging of mutual connection and collaboration processes among members that empower open innovation among startups members. The multiple-case design makes the study conclusions might be difficult to generalize. Future research, including quantitative studies, will help the conclusions examination and the knowledge enrichment of start-ups' open innovation process. This paper will enrich the knowledge concerning how Co-working spaces member seizing opportunities that lead to the open innovation process.

MAPPING THE PERCEPTION AND REALITY OF OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340016 ◽  
Author(s):  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM ◽  
ANTERO KUTVONEN
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Research ◽  
Innovation Activities ◽  
Current State ◽  
Business Practitioners ◽  
The Right ◽  
Innovation Practices ◽  
Innovation Processes

Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how "open innovation companies" are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms' perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.

scholarly journals Exploring the role of the industrial-organisational psychologist as counsellor

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Hanri Barkhuizen ◽  
Lené I. Jorgensen ◽  
Lizelle Brink
Keyword(s):  
Scope Of Practice ◽  
Snowball Sampling ◽  
Short Term ◽  
North West ◽  
Qualitative Research Design ◽  
Managerial Implications ◽  
Value Add ◽  
Counselling Interventions ◽  
Depth Interviews

Orientation: Industrial-organisational (I-O) psychologists are often confronted with counselling interventions in the workplace and thus it is vital that they are effectively prepared for their role as workplace counsellors.Research purpose: The aim of this study was to review the role of I-O psychologists as counsellors and to ascertain whether these practitioners are effectively prepared for this purpose.Motivation for the study: I-O psychologists are mainly concerned with the deep-rooted problems individuals experience in the workplace, and they therefore need appropriate counselling skills. However, it is not clear whether graduates in this discipline receive adequate training for this role.Research design, approach and method: A qualitative research design with convenience and snowball sampling of 22 participants was utilised. Participants were practising I-O psychologists across Gauteng and North West (South Africa). Semi-structured in-depth interviews were used to gather data, which were transcribed verbatim and analysed using content analysis.Main findings: Participants were familiar with the meaning of counselling and confirmed that they are faced with a range of counselling situations requiring a unique set of skills and competencies. Based on these findings, participants made recommendations for the future training of I-O psychologists and recommended that counselling be included in the scope of practice of I-O psychologists.Practical/managerial implications: The role of the I-O psychologist requires training in short-term therapeutic techniques and counselling in tertiary education.Contribution/value-add: The study clarifies the role of the I-O psychologist as a counsellor that will ensure that I-O psychologists can be trained more effectively for this role.

The Role of Technological and Institutional Affordances in Open Innovation

2021 ◽  
pp. 115-127
Author(s):  
Beyza Oba
Keyword(s):  
Open Innovation ◽  
Digital Technologies ◽  
Specific Context ◽  
Innovation Practices ◽  
Technological Affordances

This study aims to advance studies on open innovation, digital technologies, and institutional infrastructures by building on extant research in the field. Most research to date focused on digital technologies and digital affordances, while institutional infrastructures and affordances are less explored. To provide a background for such an approach, this study identifies and integrates two major issues—technological affordances and institutional affordances—that enable or constrain open innovation practices within firms. The framework developed indicates that the degree of openness of the innovation practices is related to the availability of digital technologies and institutional infrastructures in a specific context and the practices of incumbent firms in mobilizing these structures.

scholarly journals Implementing Open Innovation Using Quality Management Systems: The Role of Organizational Commitment and Customer Loyalty

2019 ◽  
Vol 5 (4) ◽  
pp. 90 ◽  
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Quality Management ◽  
Customer Loyalty ◽  
Open Innovation ◽  
Quality Management System ◽  
Innovation Process ◽  
Management Systems ◽  
Total Quality ◽  
Quality Management Systems ◽  
Successful Solution

Open innovation contributes to serving the customers of organizations with higher quality, as the customers become an active part of the innovation process. A successful solution for implementing open innovation can be achieved if organizations first create a total quality management (TQM) culture and then build on this foundation an ISO 9004:2018. The success of a quality management system depends first and foremost on the attitudes of the stakeholders, and the importance of technological and other conditions is only secondary. The goal in developing a successful philosophy of TQM is to build and sustain the leaderships’ and employees’ commitment, while the key to the success of ISO 9004:2018 is to establish and maintain the employees’ commitment and customer loyalty. The case study presented in this article demonstrates the need to increase the affective and normative commitment of leaders and employees in TQM, and after its implementation, there is a need to increase the employees’ continued commitment and customer loyalty in ISO 9004:2018 in order to succeed in quality management systems and open innovation.

Reframing Gender Narratives Through Transitional Justice in the Maghreb

2017 ◽  
Author(s):  
Doris H. Gray ◽  
Terry C. Coonan
Keyword(s):  
Domestic Violence ◽  
Sexual Harassment ◽  
Transitional Justice ◽  
Truth Commission ◽  
Women In It ◽  
Before And After ◽  
The Status ◽  
Depth Interviews ◽  
Status Of Women

Chapter 6, by Doris H. Gray and Terry C. Coonan, discusses the role of transitional justice mechanisms in Tunisia in reframing gender narratives. They focus on one mechanism, the national truth commission, and the roles of women in it. Building on in-depth interviews, they identify a range of complex debates regarding the status of women visible in post-revolution Tunisia in the context of debates over Islamism and secularism. They argue that examining transitional justice through the lens of gender is important not only because transitional justice has tended to ignore this dimension, but also because in the case of many abuses which women experience, there is continuity before and after transitions. That is to say, gendered abuses by the state, as well as domestic violence and sexual harassment, are not necessarily altered by political change, or properly addressed by post-transition mechanisms.

Open Innovation

2020 ◽  
Author(s):  
Jennifer Kuan
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Innovation Management ◽  
Large Firms ◽  
Technology And Innovation ◽  
Innovation Practices ◽  
Annual World ◽  
Numerous Journal

Open Innovation, published in 2003, was a ground-breaking work by Henry Chesbrough that placed technology and innovation at the center of attention for managers of large firms. The term open innovation refers to the ways in which firms can generate and commercialize innovation by engaging outside entities. The ideas have attracted the notice of scholars, spawning annual world conferences and a large literature in technology and innovation management (including numerous journal special issues) that documents diverse examples of innovations and the often novel business models needed to make the most of those innovations. The role of business models in open innovation is the focus of Open Business Models, Chesbrough’s 2006 follow-up to Open Innovation. Managers have likewise flocked to Chesbrough’s approach, as the hundreds of thousands of hits from an online search using the term open innovation can attest. Surveys show that the majority of large firms were engaging in open innovation practices in 2017, compared to only 20% in 2003 when Open Innovation was published.

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