Empowerment of SMEs Through Open Innovation Strategies

2011 ◽  
Vol 3 (3) ◽  
pp. 42-57
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Open Innovation ◽  
Business Processes ◽  
Strategy Management ◽  
Innovation Strategy ◽  
Future Research ◽  
Doing Business ◽  
Collaborative Innovation ◽  
Adoption Of Innovation ◽  
Contextual Framework ◽  
Innovation Strategies

Adoption of innovation strategies in entrepreneurship is an age old phenomenon, but inclusion of open innovation or collaborative innovation strategies in the business processes is a newly evolved concept. By far, most research reveals that the majority of successful global ventures are adopting open innovation strategies in their business proceedings. However, despite their contribution to entrepreneurship and national economy, the small and medium scale enterprises (SMEs) are well below the expectation level in terms of acquiring this newly emerged trend of doing business. Moreover, not much research is being conducted to investigate SMEs potencies, expectations, delivery channels and intricacies around the adoption, nourishment and dissemination of open innovation strategies. This research proposes a contextual framework leading to an operational framework to explore the lifecycle of open innovation strategy management activities focusing technology transfer (inbounds or outwards). It discusses a few issues on future research in empowering SMEs through utilization of open innovation strategies.

Empowerment of SMEs Through Open Innovation Strategies

2013 ◽  
pp. 185-202
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Open Innovation ◽  
Business Processes ◽  
Strategy Management ◽  
Innovation Strategy ◽  
Future Research ◽  
Doing Business ◽  
Collaborative Innovation ◽  
Adoption Of Innovation ◽  
Contextual Framework ◽  
Innovation Strategies

Adoption of innovation strategies in entrepreneurship is an age old phenomenon, but inclusion of open innovation or collaborative innovation strategies in the business processes is a newly evolved concept. By far, most research reveals that the majority of successful global ventures are adopting open innovation strategies in their business proceedings. However, despite their contribution to entrepreneurship and national economy, the small and medium scale enterprises (SMEs) are well below the expectation level in terms of acquiring this newly emerged trend of doing business. Moreover, not much research is being conducted to investigate SMEs potencies, expectations, delivery channels and intricacies around the adoption, nourishment and dissemination of open innovation strategies. This research proposes a contextual framework leading to an operational framework to explore the lifecycle of open innovation strategy management activities focusing technology transfer (inbounds or outwards). It discusses a few issues on future research in empowering SMEs through utilization of open innovation strategies.

Innovation strategies for successful commercialisation in public universities

2017 ◽  
Vol 9 (3) ◽  
pp. 296-314 ◽  
Author(s):  
Arbaiah Abdul Razak ◽  
Peter A. Murray
Keyword(s):  
Open Innovation ◽  
Public University ◽  
Strategic Leadership ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Collaborative Advantage ◽  
Multiple Regression Technique ◽  
Innovation Strategies

Purpose The purpose of this study was to explore the strategies performed by innovation actors to ensure commercialisation success, and to determine which of these strategies significantly predict a successful commercialisation within a public university context. Design/methodology/approach The strategies conceptualised for this study included open innovation, strategic leadership and collaborative advantage. A total of 222 public university academics participated in an anonymous survey and were asked to provide responses on their innovation strategies. These responses were then explored to assess the construct validity of the survey instrument and further analysed using a hierarchical multiple regression technique to test the hypotheses and to compare several regression models. Findings The results suggested that strategic leadership and open innovation strategies are significant predictors for successful commercialisation with coefficient of multiple determination (R2) of 21 per cent. This study, however, found that collaborative advantage does not significantly determine commercialisation success. Research limitations/implications The study was limited by the empirical evidence that was based on cross-sectional survey data of public university academics. A qualitative study with other groups of participants such as from the industries would further confirm the relationship between innovation strategies and commercialisation success. Future research should replicate this study in other settings to improve the generalisation of the findings. Originality/value This study discovered strategic leadership as the most dominant predictor for commercialisation success in a public university context followed by open innovation strategy. It confirms the strategic roles of leaders in innovation attempts and provides further understanding about the openness strategy in innovation.

scholarly journals Innovation Strategies within the Transforming Russian Electric Power Sector

2001 ◽  
Vol 14 (7) ◽  
pp. 1092-1102
Author(s):  
Yegor D. Burda ◽  
Keyword(s):  
Electric Power ◽  
Power Supply ◽  
Open Innovation ◽  
Innovation Strategy ◽  
Structured Interviews ◽  
Power Sector ◽  
Electric Power Sector ◽  
Innovation Strategies ◽  
The One

Currently, Russian electric power sector is influenced by two divergent tendencies: on the one hand, we can observe a structural transformation of the industry and increasing role of innovations; on the other hand, it is still subject to regulation, while reliability and safety of power supply remain of paramount importance. This situation creates a unique opportunity to explore which innovation strategies are chosen by companies and which factors have the greatest influence on their decisions. A qualitative study was conducted based on a set of semi-structured interviews with several managers of Russian power companies. Further analysis allowed to reveal the dominant innovation strategies employed within the industry: traditional contracts, in-house development, closed and open innovation ecosystems. This study also revealed factors that determine the choice of an innovation strategy: goals of the firm and type of market it aims to operate at. The results provide managers with insights allowing them to make better-grounded decisions in terms of choosing an innovation strategy within various settings

scholarly journals PENGEMBANGAN INOVASI PRODUK BERKELANJUTAN PADA UKM BU ERMA DI JAMBI

2021 ◽  
Vol 1 (1) ◽  
pp. 30-36
Author(s):  
Rodhiah Rodhiah ◽  
Agustina Ika Widyani ◽  
Septia Winduwati
Keyword(s):  
Innovation Strategy ◽  
Business Sustainability ◽  
Doing Business ◽  
Sustainable Innovation ◽  
Innovation Strategies ◽  
Activity Method ◽  
Program Team

An entrepreneur must always innovate, so that the products created can face increasingly tough competitive conditions. The partner who became the venue for the activity was Ms. Erma's SME, which is located in Jambi. From the results of initial online observations, it can be seen that the main problem faced by partners is innovation, there is no partner understanding about the importance of sustainable innovation strategies in doing business. This condition occurs because partners lack knowledge about innovation. So that the products produced by partners are monotonous and less innovative, even many are similar to competitors. The activity method is carried out by socializing or providing training to partners online via Zoom. Submission of materials is presented in the form of PPT related to the innovation strategy. The results of the activity showed that the provision of knowledge about innovation had run smoothly, partners were enthusiastic in listening to the material and discussing with the PKM (Student Creativity Program) Team. Furthermore, through innovation, partners can create products into products that can improve business sustainability.    

Open Innovation in Small and Medium Enterprises

2016 ◽  
pp. 250-272
Author(s):  
Hakikur Rahman
Keyword(s):  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Weak Link ◽  
Developed Countries ◽  
Future Research ◽  
Knowledge Gain ◽  
Innovation Strategies ◽  
The Developed Countries ◽  
The Masses ◽  
Medium Enterprises

In spite of the increased acceptance by most of the corporate business houses around the world, the adaptation of strategies and concepts belonging to the newly evolved dimension of entrepreneurships, the open innovation (OI), countries in the East, West or South are yet to adapt appropriate strategies in their business practices, especially in order to reach out to the grass roots communities, or to the masses. So far, firms belonging to the small and medium sized enterprises (SMEs) sector, irrespective of their numbers and contributions towards their national economies are lagging behind far in accepting open innovation strategies for their business advancements. While talking about this newly emerged business dimension, it comprises of complex and dynamically developed concepts like, management of various aspects of intellectual property, administration of patents, copyright and trademark issues or supervision of market trend for minute details related to knowledge acquisition. All these issues are largely responsible to add value to the business plan in terms of economy or knowledge gain, and organizations acting in this aspect deserve comprehensive researches and investigations. As most of the developed countries are already in their advanced stage in adopting open innovation strategies, finding this as a weak link in terms of entrepreneurships in less developed countries, this chapter intends to seek answers related to the mentioned issues focusing adaption of open innovation strategies in developing and transitional economies. It is a study on business houses or national efforts from countries belonging to these categories, deducting from a longitudinal literature review. The chapter goes on looking into other aspects of business development incorporating various OI concepts, synthesizes to build a reasonable framework to be applicable in the target economies, points out to some future research aspects and concludes the finding of this research. This study expects to enhance knowledge of entrepreneurs, academics and researchers by gaining specific knowledge on trend of open innovation strategies in developing and transitional countries.

Open Innovation in Small and Medium Enterprises

2020 ◽  
pp. 2030-2052
Author(s):  
Hakikur Rahman
Keyword(s):  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Weak Link ◽  
Developed Countries ◽  
Future Research ◽  
Knowledge Gain ◽  
Innovation Strategies ◽  
The Developed Countries ◽  
The Masses ◽  
Medium Enterprises

In spite of the increased acceptance by most of the corporate business houses around the world, the adaptation of strategies and concepts belonging to the newly evolved dimension of entrepreneurships, the open innovation (OI), countries in the East, West or South are yet to adapt appropriate strategies in their business practices, especially in order to reach out to the grass roots communities, or to the masses. So far, firms belonging to the small and medium sized enterprises (SMEs) sector, irrespective of their numbers and contributions towards their national economies are lagging behind far in accepting open innovation strategies for their business advancements. While talking about this newly emerged business dimension, it comprises of complex and dynamically developed concepts like, management of various aspects of intellectual property, administration of patents, copyright and trademark issues or supervision of market trend for minute details related to knowledge acquisition. All these issues are largely responsible to add value to the business plan in terms of economy or knowledge gain, and organizations acting in this aspect deserve comprehensive researches and investigations. As most of the developed countries are already in their advanced stage in adopting open innovation strategies, finding this as a weak link in terms of entrepreneurships in less developed countries, this chapter intends to seek answers related to the mentioned issues focusing adaption of open innovation strategies in developing and transitional economies. It is a study on business houses or national efforts from countries belonging to these categories, deducting from a longitudinal literature review. The chapter goes on looking into other aspects of business development incorporating various OI concepts, synthesizes to build a reasonable framework to be applicable in the target economies, points out to some future research aspects and concludes the finding of this research. This study expects to enhance knowledge of entrepreneurs, academics and researchers by gaining specific knowledge on trend of open innovation strategies in developing and transitional countries.

How Firms Leverage Crowds and Communities for Open Innovation

2018 ◽  
Author(s):  
Joel West ◽  
Jonathan Sims
Keyword(s):  
Open Source ◽  
Open Source Software ◽  
Open Innovation ◽  
User Generated Content ◽  
Innovation Strategy ◽  
Future Research ◽  
Structural Factors ◽  
Organizational Participation ◽  
Integrate Research

There are many similarities in how firms pursuing an open innovation strategy can utilize crowds and communities as sources of external innovation. At the same time, the differences between these two network forms of collaboration have previously been blurred or overlooked. In this chapter, we integrate research on crowds and communities, identifying a third form—a crowd–community hybrid—that combines attributes of both. We compare examples of each of these three network forms, such as open source software communities, gated contests, crowdsourcing tournaments, user-generated content, and crowd science. We then summarize the intrinsic, extrinsic, and structural factors that enable individual and organizational participation in these collaborations. Finally, we contrast how these collaborative forms differ regarding their degree of innovativeness and relevance to firm goals. From this, we identify opportunities for future research on these topics.

scholarly journals How Do Companies Collaborate for Circular Oriented Innovation?

2020 ◽  
Vol 12 (4) ◽  
pp. 1648 ◽  
Author(s):  
Phil Brown ◽  
Nancy Bocken ◽  
Ruud Balkenende
Keyword(s):  
Circular Economy ◽  
Open Innovation ◽  
Business Models ◽  
Incremental Innovation ◽  
Future Research ◽  
Case Research ◽  
Collaborative Innovation ◽  
Systemic Innovation ◽  
Systemic Nature ◽  
Business To Business

Collaborative innovation is necessary to explore and implement circular economy strategies. Yet, empirical investigations into such collaborations are scarce. It is unclear whether the circular context creates differences or represents adaptions within how collaborative innovation is conducted. We draw upon strategic management and open innovation literature to highlight what is known about collaborative innovation and the types of innovation conducted. We use these insights to investigate explorative qualitative case research into how practitioners in the Netherlands have conducted collaborative circular oriented innovation. Our findings show that open innovation criteria can aid our understanding and analysis. Key managerial considerations relate to the incremental or systemic nature of the innovation pursued, which induce different collaborative projects and knowledge management structures. For incremental innovation, we observe phases of collaboration, whereas for more systemic innovation, we observe a more collaborative portfolio and layered approach. Furthermore, the more radical innovation pursuits that explore slowing or recovery strategies, especially beyond business-to-business arrangements, challenge companies. A crucial challenge remains related to how to develop and assess collaborative and system-oriented business models in the transition towards a circular economy. Finally, future research is needed to assess whether the current modes of collaborative innovation are sufficient to deliver a circular economy transition.

scholarly journals How family firms execute open innovation strategies: the Loccioni case

2017 ◽  
Vol 21 (6) ◽  
pp. 1459-1485 ◽  
Author(s):  
Elena Casprini ◽  
Alfredo De Massis ◽  
Alberto Di Minin ◽  
Federico Frattini ◽  
Andrea Piccaluga
Keyword(s):  
Open Innovation ◽  
Family Firms ◽  
Family Firm ◽  
Innovation Strategy ◽  
High Tech ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Innovation Strategies ◽  
Innovation Processes

Purpose This paper aims to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows. Design/methodology/approach First, through a comprehensive literature review, the paper identifies the barriers to the acquisition and transfer of knowledge in open innovation processes. Second, it presents and discusses the results of an exploratory case study on Loccioni, an Italian family firm providing high-tech measurement solutions, highlighting how this family firm managed to overcome the barriers in executing an open innovation strategy. Findings The case study shows that Loccioni faced specific challenges in acquiring and transferring knowledge in its open innovation processes and developed two idiosyncratic capabilities – labelled imprinting and fraternization – that helped the firm overcome the barriers to knowledge acquisition and transfer. The analysis shows that these two capabilities are enabled by the distinctive goals and social capital characterizing family firms. Originality/value The paper creates a link between open innovation and family business research with an empirically grounded model illustrating how the idiosyncratic capabilities of a family firm help overcome the critical barriers to the acquisition and transfer of knowledge in executing an open innovation strategy.

Open Innovation Business Models and Open Strategies: Features, Challenges, Development Prospects

2018 ◽  
Vol 2018 (1) ◽  
pp. 140-159
Author(s):  
Nadezhda Bek ◽  
Laura Gadzhaeva
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Scientific Paper ◽  
Business Model Innovation ◽  
Future Research ◽  
Extensive Growth ◽  
Innovation Strategies ◽  
Open Business Models

The paper discusses the results of review of the business models innovation, open innovation business models and open innovation strategies. We reveal an increasing business attention and extensive growth of scientific paper in this field. We define positions of single authors about framework of components, parameters and relation business model innovation with open business models and open innovation strategies Based on existing literature, we illustrate that openness of business models innovation enhance the role of ecosystems, platforms, communities and other network forms in strategic management. The important avenues for future research in understanding and alignment business model innovation with effectiveness of creating and capturing value, business, innovation strategies and positioning strategies in digital transformation era.

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