Open Innovation for Non- High-Tech SMEs

2012 ◽  
pp. 21-39 ◽  
Author(s):  
Amiram Porath
Keyword(s):  
Open Innovation ◽  
Support Programs ◽  
High Tech ◽  
National Program ◽  
High Tech Sector ◽  
Advanced Technologies ◽  
New Knowledge ◽  
The Creation ◽  
Initial Concept

This chapter presents a case of SMEs from non-High-Tech sector, which would normally find innovation harder than sectors with intensive R&D. The Users Association of Advanced Technologies is a national program that helps SMEs in searching, identifying, selecting, and implementing technologies, methodologies, and processes by reducing the resources required for that activity. The program reduces operation as well as managerial costs and allows SMEs to acquire the innovation they require, which they could not otherwise get. The initial concept of the program was meant for Israeli SMEs, however, as the concept is universal, the case study argues that the concept and basics can be adopted by other countries/regions. It can also be regarded as a risk mitigating program executed on behalf of SMEs. The readers can identify and define the concept as well as the basics to be adopted for other countries and regions. The program presented through this case does not support R&D, or the creation of new knowledge by itself, and therefore presents a complementary activity to R&D support programs.

Open Innovation for Non- High-Tech SMEs

2013 ◽  
pp. 963-980
Author(s):  
Amiram Porath
Keyword(s):  
Open Innovation ◽  
Support Programs ◽  
High Tech ◽  
National Program ◽  
High Tech Sector ◽  
Advanced Technologies ◽  
New Knowledge ◽  
The Creation ◽  
Initial Concept

This chapter presents a case of SMEs from non-High-Tech sector, which would normally find innovation harder than sectors with intensive R&D. The Users Association of Advanced Technologies is a national program that helps SMEs in searching, identifying, selecting, and implementing technologies, methodologies, and processes by reducing the resources required for that activity. The program reduces operation as well as managerial costs and allows SMEs to acquire the innovation they require, which they could not otherwise get. The initial concept of the program was meant for Israeli SMEs, however, as the concept is universal, the case study argues that the concept and basics can be adopted by other countries/regions. It can also be regarded as a risk mitigating program executed on behalf of SMEs. The readers can identify and define the concept as well as the basics to be adopted for other countries and regions. The program presented through this case does not support R&D, or the creation of new knowledge by itself, and therefore presents a complementary activity to R&D support programs.

scholarly journals Knowledge Management, Knowledge Creation, and Open Innovation in Icelandic SMEs

SAGE Open ◽  
2018 ◽  
Vol 8 (4) ◽  
pp. 215824401880732 ◽  
Author(s):  
Elsa Grimsdottir ◽  
Ingi Runar Edvardsson
Keyword(s):  
Knowledge Management ◽  
Learning Process ◽  
Knowledge Creation ◽  
Open Innovation ◽  
High Tech ◽  
Software Company ◽  
Semistructured Interviews ◽  
New Knowledge ◽  
Inside Out

The aim of this article is to present findings on knowledge management (KM) and knowledge creation, as well as open innovation in small and medium-sized enterprises (SMEs) in Iceland. Two SME company case studies are presented in the form of a case study involving semistructured interviews with managers and selected employees and in-field observation. Company Alpha is a software company, whereas Company Beta is a family company which produces drinks and snacks. Knowledge creation and innovation is a learning process in both companies. The two companies show very different open-innovation models in practice. The findings regarding the two companies are in accordance with the arguments of Chiaroni et al., where they state that high-tech companies tend to prefer inside-out strategies of open innovation, whereas low-tech companies prefer outside-in strategies. Company Alpha relates to customers late in the process, whereas Company Beta relies on knowledge from customers and suppliers and for new knowledge early on in the process.

scholarly journals The link between organisational citizenship behaviours and open innovation: A case of Malaysian high-tech sector

2016 ◽  
Vol 28 (4) ◽  
pp. 200-211 ◽  
Author(s):  
M. Muzamil Naqshbandi ◽  
Sharan Kaur Garib Singh ◽  
Pin Ma
Keyword(s):  
Open Innovation ◽  
High Tech ◽  
High Tech Sector

CORPORATE ENTREPRENEURSHIP: INNOVATION AT THE INTERSECTION BETWEEN CREATIVE DESTRUCTION AND CONTROLLED ADAPTATION

2009 ◽  
Vol 17 (02) ◽  
pp. 181-199 ◽  
Author(s):  
ASTRID HEIDEMANN LASSEN ◽  
SUNA LØWE NIELSEN
Keyword(s):  
Corporate Entrepreneurship ◽  
Creative Destruction ◽  
High Tech ◽  
The Core ◽  
Body Of Knowledge ◽  
Growing Body ◽  
The Creation ◽  
Conceptual Discussion ◽  
Innovation And Change

In spite of a growing body of knowledge on the importance of innovation and change, firms still experience great difficulties in being continuously entrepreneurial. This article addresses reasons for such difficulties. Building on a conceptual discussion, the article first identifies seemingly opposing forces found at the core of corporate entrepreneurship. These forces are in the article described in terms of 'creative destruction' and 'controlled adaptation'. Both forces are identified as being essential to successful corporate entrepreneurship, but set very different agendas, which can be expected to give rise to tension. Next, a case study of a Danish high-tech SME is introduced in order to identify patterns of practices which are potentially supportive of the creation of balance between the seemingly opposing forces. Based on this, the article introduces a framework for discussion of the two forces and the consequences of how they are approached managerially.

Theoretical Model for a Local Economy Open Innovation Program

2013 ◽  
pp. 236-257
Author(s):  
Amiram Porath
Keyword(s):  
Theoretical Model ◽  
Open Innovation ◽  
Local Economy ◽  
Government Support ◽  
Collaborative Effort ◽  
National Program ◽  
Working Together ◽  
Innovation Strategies

This chapter presents a model of open innovation as a collaborative effort of firms, mostly SMEs that are managed under a government support with the assistive involvement of academia. While normally industry-academia cooperation is R&D focused, the model presented is a model of open innovation not involving dedicated R&D. It deals with the process of assimilating existing technologies and methodologies; the model focuses on search, identification, and implementation phases to improve competitiveness through open innovation strategies. The model claims that specifically for SMEs, innovation not related to R&D, and especially open innovation, is hard to deal with alone. Therefore the model presents a group of SMEs working together towards that end, and the role of the governing authority supporting them. The model is supported by a short case study of a national program of Israel, the Users Association for Advanced Technologies.

Talenthouse India: crowdsourcing the Indian national anthem

2016 ◽  
Vol 37 (4) ◽  
pp. 12-23
Author(s):  
Tulsi Jayakumar
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
High Tech ◽  
Value Capture ◽  
Content Type ◽  
National Anthem ◽  
Study Approach ◽  
Advanced Economies ◽  
Client Firm

Purpose This paper aims to understand the process of value creation and value capture through open innovation strategies such as crowdsourcing in emerging economies (EEs) like India. The paper seeks to understand that crowdsourcing strategies offer both potential as well as challenges to value creation and capture in EEs. Design/methodology/approach The paper follows a case study approach. Building on interviews with company officials, the paper looks at the process of value creation and value capture by Talenthouse India through its unique “My Nation My Anthem” (MNMA) initiative. Findings With growing internet penetration and the presence of a demographic dividend, crowdsourcing presents high potential in EEs like India. EE firms may strategize to use the creativity and ideas of “crowds” to drive value creation and value capture. However, understanding the limits of such strategies, in particular those relating to the crowds (their composition, access to them and their motivators) and the access to technology, is important. The result of the MNMA initiative was a 52-second crowdsourced national anthem that generated sufficient value for the crowdsourcing intermediary (Talenthouse), the client firm (PVR) and the entire ecosystem. Originality/value The significance of open innovation models has been demonstrated in settings involving high-tech industries, producing high-value goods, in advanced economies. The paper finds the applicability of such models to low-tech, less mature industries, involving experience goods in EEs like India.

Mapping the Road to Future Projects: Roadmapping as a Balancing and Transformation Process

2017 ◽  
Vol 48 (2) ◽  
pp. 39-54 ◽  
Author(s):  
Marie Bengtsson ◽  
Lars Lindkvist
Keyword(s):  
Future Orientation ◽  
Transformation Process ◽  
Knowledge Generation ◽  
Longitudinal Case Study ◽  
The Road ◽  
New Knowledge ◽  
The Future ◽  
The Creation

Based on a longitudinal case study in a large technology-based firm, this article shows how roadmapping can bring about an increased focus on explorative activity and a stronger future orientation in an organization. The case study shows how a radical technology vision, presented in the first roadmapping attempt, contributed to creating an awareness of the value of looking long into the future. This was, however, far from sufficient, and a second attempt with a stronger focus on collaboration and new knowledge generation was initiated to further the desired changeover. Interestingly, the case study points to the significance of visualizations as a means to support knowledge generation, as well as to protect exploration. More generally, we propose how roadmapping can be developed into a balancing and transformation tool associated with mapping as well as the creation of roads.

scholarly journals The Link Between Organisational Citizenship Behaviours and Open Innovation: A Case of Malaysian High-Tech Sector

2016 ◽  
Vol 28 (4) ◽  
pp. 183
Author(s):  
M. Muzamil Naqshbandi ◽  
Sharan Kaur Garib Singh ◽  
Pin Ma
Keyword(s):  
Open Innovation ◽  
High Tech ◽  
High Tech Sector

Theoretical Model for a Local Economy Open Innovation Program

2011 ◽  
pp. 123-145 ◽  
Author(s):  
Amiram Porath
Keyword(s):  
Theoretical Model ◽  
Open Innovation ◽  
Local Economy ◽  
Government Support ◽  
Collaborative Effort ◽  
National Program ◽  
Working Together ◽  
Innovation Strategies

This chapter presents a model of open innovation as a collaborative effort of firms, mostly SMEs that are managed under a government support with the assistive involvement of academia. While normally industry-academia cooperation is R&D focused, the model presented is a model of open innovation not involving dedicated R&D. It deals with the process of assimilating existing technologies and methodologies; the model focuses on search, identification, and implementation phases to improve competitiveness through open innovation strategies. The model claims that specifically for SMEs, innovation not related to R&D, and especially open innovation, is hard to deal with alone. Therefore the model presents a group of SMEs working together towards that end, and the role of the governing authority supporting them. The model is supported by a short case study of a national program of Israel, the Users Association for Advanced Technologies.

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