scholarly journals Evaluation of Open Innovation in B2B from a Company Culture Perspective

2016 ◽  
Vol 11 (3) ◽  
pp. 94-100 ◽  
Author(s):  
Nikolaos Katsikis ◽  
Alexander Lang ◽  
Csaba Debreczeny
Keyword(s):  
Open Innovation ◽  
Company Culture ◽  
A Company

R&D Cooperation with External Partners and Implementing Open Innovation

2013 ◽  
Vol 1 (2) ◽  
pp. 103-124
Author(s):  
Daria Podmetina ◽  
Maria Smirnova
Keyword(s):  
Open Innovation ◽  
A Company

This paper addresses the role of R&D cooperation with external partners in companies implementing inbound and outbound open innovation. The results of the survey of 206 companies show that the cooperation with external partners is different in companies implementing inbound, outbound, and coupled open innovation compared to closed companies oriented towards internal R&D. Increased importance, success, and intensity of cooperation with external partners are observed for companies with internal R&D and inbound, outbound, and coupled open innovation compared to other firms. The more a company implements open innovation, the higher the intensity, importance, and success of cooperation with external partners are. The importance and success of cooperation with domestic partners is higher than for cooperation with foreign partners for all types of companies.

A Comparison of Machine Risk Acceptance Results Among Trained Users of ANSI B11-TR3

2006 ◽  
Author(s):  
J. Etherton
Keyword(s):  
Risk Assessment ◽  
Iterative Process ◽  
Preventive Measures ◽  
Acceptable Risk ◽  
Protective Measures ◽  
The World ◽  
Company Culture ◽  
Local Risk ◽  
Risk Acceptance ◽  
A Company

The ANSI guideline on machine risk assessment, B11-TR3, describes risk assessment as an iterative process. This implies that protective measures of varied levels of technology can be successively evaluated until a risk that is acceptable is attained. The theories of risk acceptance are many. Reducing risk to a level that is agreed to be 'as low as reasonably practicable' (ALARP) is said to give focus to making a decision about when risk has been adequately reduced. Main (2004) says that "Although the concept of acceptable risk is becoming more commonly adopted throughout the world, a single level of acceptability cannot be universally applied. Acceptable risk is a function of many factors, and is specific to a company, culture, and time-era." Fischhoff et al. (1981) have argued that "the risk associated with the most acceptable option is not acceptable in any absolute sense. One accepts options, not risks, which are only one feature of options." This paper describes risk assessment groups in five manufacturing workplaces and discusses training that led to acceptable risk decisions for a hazardous machine system in each workplace. The composition of the five teams in this study ranged from a team with just a single engineer to teams involving several workplace personnel. The applied preventive measures ranged from measures that were tailored to meet corporate safety goals to measures that evolved from the local risk assessment team's ingenuity. The paper concludes with suggestions on how to make the risk acceptance concept meaningful in the training of future machine risk assessment teams.

DIFFERENT MODES OF OPEN INNOVATION: A THEORETICAL FRAMEWORK AND AN EMPIRICAL STUDY

2009 ◽  
Vol 13 (04) ◽  
pp. 615-636 ◽  
Author(s):  
VALENTINA LAZZAROTTI ◽  
RAFFAELLA MANZINI
Keyword(s):  
Empirical Study ◽  
Open Innovation ◽  
Empirical Studies ◽  
Innovation Process ◽  
Theoretical Framework ◽  
Innovation Activities ◽  
Innovation Modes ◽  
A Company

Starting from the several conceptual and empirical studies about open innovation modes, this paper attempts to integrate them by suggesting a framework which reveals four basic ways to collaborate. Two variables are considered that represent the degree of openness for a company: (i) the number/type of partners with which the company collaborates, briefly labelled as "partner variety"; (ii) the number/type of phases of the innovation process that the company opens to external contributions, briefly labelled as "innovation funnel openness". By crossing these two variables, four basic modes of open innovation are identified: closed innovators, open innovators, specialized collaborators and integrated collaborators. The framework shows its practical validity in an empirical study that is conducted in Italy with the specific aim at verifying whether companies can really be mapped using this framework, i.e. whether the four modes of open innovation can be found in real companies (framework applicability); whether different modes correspond to different companies' strategies, capabilities, organisational and managerial processes (framework explicative power and usefulness). The framework shows that, in some cases, being totally open in innovation activities is not the only and most suitable option, but that different degrees and ways of "openness" can be implemented successfully, as well as the totally closed option.

scholarly journals Ranking Student Employment Decision Criteria

10.29007/qkqj ◽  
2020 ◽  
Author(s):  
James L. Jenkins ◽  
Bradley Benhart ◽  
Thomas Mills ◽  
Matthew Reyes ◽  
Keith Rahn
Keyword(s):  
Construction Industry ◽  
Construction Management ◽  
Recent Survey ◽  
Student Employment ◽  
Decision Criteria ◽  
Employment Decision ◽  
Company Reputation ◽  
Company Culture ◽  
Survey Results ◽  
A Company

This paper presents the results of a recent survey taken by construction management (CM) students at four U.S. Construction Management programs and the construction industry companies that recruit them. Respondents were asked to rate factors that affect the students’ employment decision. Survey results indicate that although industry has a grasp on the top-5 factors of importance there remains some misalignment of other factors of importance. Results indicate the five most important factors when considering employment with a company are: upward job movement, salary, company reputation, company culture, and company ethics. Comparisons between the two surveys are discussed.

Management System Approach to Pipeline Integrity

2006 ◽  
Author(s):  
Iain Colquhoun ◽  
Christian Calvi ◽  
Harry MacPherson
Keyword(s):  
Management System ◽  
Holistic Approach ◽  
Management Systems ◽  
Enterprise Management ◽  
Technical Expertise ◽  
Continual Improvement ◽  
Company Culture ◽  
Integrity Management ◽  
A Company ◽  
Goals And Objectives

The development and implementation of specific technical procedures tend to be emphasized as key measures required to ensure the integrity of pipeline systems. These activities are clearly of vital importance. However, the integration of these activities and associated integrity programs with the overall management of the business also plays an important role in guaranteeing success of the programs. This paper describes a typical pipeline integrity management system, its objectives, and its links to other enterprise management systems. The paper also outlines simple methods that can be used to evaluate any given integrity management system’s components with a view to evaluating the programs effectiveness and driving continual improvement. These methods involve the identification of gaps with respect to specified benchmarks, and the design and implementation of risk-based programs to close the gaps. The benefits claimed include: • A comprehensive and holistic approach to pipeline integrity management aligned with company goals and objectives. • Engagement of company-wide technical expertise. • Buy-in and validation by all levels of company management. • Promotion of a company culture that encourages sustainable development of integrity management programs.

Adopting Open Source Software in Smartphone Manufacturers' Open Innovation Strategy

2018 ◽  
pp. 7369-7381 ◽  
Author(s):  
Mohammad Nabil Almunawar ◽  
Muhammad Anshari ◽  
Heru Susanto
Keyword(s):  
Open Source ◽  
Mobile Devices ◽  
Operating Systems ◽  
Open Source Software ◽  
Open Innovation ◽  
Cell Phones ◽  
Innovation Strategy ◽  
It Use ◽  
Smart Mobile ◽  
A Company

We are witnessing the rapid adoption of smart mobile devices globally, especially smartphones. Unlike cell phones, most computer functions can be performed by smartphones. The established players of cell phones have lost their grip on the market and new players have quickly captured the market's interest. Open Source (OSS) can be viewed as a kind of Open Innovation where a company outsource software needed to the community or alternatively a company can contribute its software to the community after turning it to open source software. This chapter discusses the Open Innovation and adoption of OSS in smartphone industry. The development OSS and it use in smartphones will be presented. The competition between proprietary and OSS operating systems for smartphones will be discussed as platforms or operation systems shape the smartphone industry.

Adopting Open Source Software in Smartphone Manufacturers' Open Innovation Strategy

2019 ◽  
pp. 1325-1338
Author(s):  
Mohammad Nabil Almunawar ◽  
Muhammad Anshari ◽  
Heru Susanto
Keyword(s):  
Open Source ◽  
Mobile Devices ◽  
Operating Systems ◽  
Open Source Software ◽  
Open Innovation ◽  
Cell Phones ◽  
Innovation Strategy ◽  
Smart Mobile ◽  
A Company ◽  
Smart Mobile Devices

We are witnessing the rapid adoption of smart mobile devices globally, especially smartphones. Unlike cell phones, most computer functions can be performed by smartphones. The established players of cell phones have lost their grip on the market, and new players have quickly captured the market's interest. Open source (OSS) can be viewed as a kind of open innovation where a company outsource software needed to the community, or alternatively, a company can contribute its software to the community after turning it to open source software. This chapter discusses the open innovation and adoption of OSS in smartphone industry. The development OSS and its use in smartphones will be presented. The competition between proprietary and OSS operating systems for smartphones will be discussed as platforms or operation systems shape the smartphone industry.

Firm-Specific Factors and the Degree of Innovation Openness

2012 ◽  
pp. 167-190 ◽  
Author(s):  
Valentina Lazzarotti ◽  
Raffaella Manzini ◽  
Luisa Pellegrini
Keyword(s):  
Empirical Study ◽  
Open Innovation ◽  
Manufacturing Companies ◽  
Conceptual Approach ◽  
Innovation Model ◽  
Specific Factors ◽  
The Many ◽  
The Relationship ◽  
A Company ◽  
Innovation Processes

This chapter investigates the topic of how open innovation is actually implemented by companies, according to a conceptual approach in which open and closed models of innovation represent the two extremes of a continuum of different openness degrees; though, these are not the only two possible models. By means of a survey conducted among Italian manufacturing companies, this chapter sheds light on the many different ways in which companies open their innovation processes. Four main models emerge from the empirical study, which are investigated in depth in order to understand the relationship between a set of firm-specific factors (such as size, R&D intensity, sector of activity, company organization) and the specific open innovation model adopted by a company.

Illumina Accelerator: Next-Gen Corporate Accelerator with a Customer-Creation Focus

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Diana Joseph ◽  
Amanda Cashin
Keyword(s):  
Open Innovation ◽  
A Company

We describe the history, design and expansion of Illumina for Startups -- a case that represents a company with strong entrepreneurial capacity engaging in open innovation through a startup accelerator now expanding internationally with different models. This case highlights the strategy and tactical reasoning behind Illumina’s approach.

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