scholarly journals Open Innovation Management Model in Medical Sciences' Education:A Case Study of Guilan University of Medical Sciences

2021 ◽  
Vol 13 (3) ◽  
pp. 4-17
Author(s):  
L Mirhadyan ◽  
HR Arasteh ◽  
HR Zeinabadi ◽  
H Abbasian ◽  
◽  
...  
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Management Model ◽  
Medical Sciences

An Idea Ontology for Innovation Management

2011 ◽  
pp. 303-321
Author(s):  
Christoph Riedl ◽  
Norman May ◽  
Jan Finzen ◽  
Stephan Stathel ◽  
Viktor Kaufman ◽  
...  
Keyword(s):  
Life Cycle ◽  
Open Innovation ◽  
Innovation Management ◽  
Automatic Analysis ◽  
Modular Approach ◽  
Common Language ◽  
Formal Definition ◽  
Semantic Reasoning ◽  
Core Idea

Exchanging and analyzing ideas across different software tools and repositories is needed to implement the concepts of open innovation and holistic innovation management. However, a precise and formal definition for the concept of an idea is hard to obtain. In this paper, the authors introduce an ontology to represent ideas. This ontology provides a common language to foster interoperability between tools and to support the idea life cycle. Through the use of an ontology, additional benefits like semantic reasoning and automatic analysis become available. Our proposed ontology captures both a core idea concept that covers the ‘heart of the idea’ and further concepts to support collaborative idea development, including rating, discussing, tagging, and grouping ideas. This modular approach allows the idea ontology to be complemented by additional concepts like customized evaluation methods. The authors present a case study that demonstrates how the ontology can be used to achieve interoperability between innovation tools and to answer questions relevant for innovation managers that demonstrate the advantages of semantic reasoning.

Haier’s Tao of innovation: a case study of the emerging Total Innovation Management model

2006 ◽  
Vol 32 (1-2) ◽  
pp. 27-47 ◽  
Author(s):  
Qingrui Xu ◽  
Ling Zhu ◽  
Gang Zheng ◽  
Fangrui Wang
Keyword(s):  
Innovation Management ◽  
Management Model

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 Knowledge and Innovation Management Model in the Organizational Environment

Information ◽  
2021 ◽  
Vol 12 (6) ◽  
pp. 225
Author(s):  
Jorge Alberto Romero-Hidalgo ◽  
Paula C. Isiordia-Lachica ◽  
Alejandro Valenzuela ◽  
Ricardo Alberto Rodríguez-Carvajal
Keyword(s):  
Knowledge Management ◽  
State Of The Art ◽  
Innovation Management ◽  
Education Institution ◽  
Strategic Decision ◽  
Management Model ◽  
Evaluation Instrument ◽  
The People ◽  
Technological Developments

The objective of this research is to develop a methodology that allows the construction of a standard of knowledge management and technological innovation applicable to the field of the universities in Mexico, the use of which results in better use of their resources and the improvement of their productivity. The analysis is carried out based on the systematic integration of the knowledge management and innovation models published in recent years, as well as the results of the experiences that propose standards for knowledge management and innovation. The results found are that knowledge management favors and facilitates innovation in organizations and allows them to offer better products and services. These findings are with the application of a methodology and an instrument to measure the maturity of the organizational structure. The application of the evaluation instrument was applied in a single organization. However, it can be considered a case study that empirically contributes to the state of the art of knowledge management. Organizations need to become aware of the high value of the knowledge and experience in various fields of the people who participate in them. It has been observed that the participation of experts facilitates the achievement of organizational objectives and favors knowledge management and innovation. This study provided information and experiences of an administrative nature to a higher education institution, which allowed an improvement in strategic decision-making, the promotion of technological developments, and the improvement of internal processes that lead to greater effectiveness of the academic and research processes.

An Idea Ontology for Innovation Management*

2009 ◽  
Vol 5 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Christoph Riedl ◽  
Norman May ◽  
Jan Finzen ◽  
Stephan Stathel ◽  
Viktor Kaufman ◽  
...  
Keyword(s):  
Life Cycle ◽  
Open Innovation ◽  
Innovation Management ◽  
Automatic Analysis ◽  
Modular Approach ◽  
Common Language ◽  
Formal Definition ◽  
Semantic Reasoning ◽  
Core Idea

Exchanging and analyzing ideas across different software tools and repositories is needed to implement the concepts of open innovation and holistic innovation management. However, a precise and formal definition for the concept of an idea is hard to obtain. In this paper, the authors introduce an ontology to represent ideas. This ontology provides a common language to foster interoperability between tools and to support the idea life cycle. Through the use of an ontology, additional benefits like semantic reasoning and automatic analysis become available. Our proposed ontology captures both a core idea concept that covers the ‘heart of the idea’ and further concepts to support collaborative idea development, including rating, discussing, tagging, and grouping ideas. This modular approach allows the idea ontology to be complemented by additional concepts like customized evaluation methods. The authors present a case study that demonstrates how the ontology can be used to achieve interoperability between innovation tools and to answer questions relevant for innovation managers that demonstrate the advantages of semantic reasoning.

Open innovation environments as knowledge sharing enablers: the case of strategic technology and innovative management consortium

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonio Crupi ◽  
Nicola Del Sarto ◽  
Alberto Di Minin ◽  
Rob Phaal ◽  
Andrea Piccaluga
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Structural Model ◽  
Innovation Management ◽  
Study Analysis ◽  
Content Type ◽  
Case Study Analysis ◽  
The University ◽  
Interpretive Structural Model

Purpose This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers. Design/methodology/approach An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results. Findings The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS. Originality/value Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.

HOW TO USE PILOT PROJECTS TO IMPLEMENT OPEN INNOVATION

2010 ◽  
Vol 14 (06) ◽  
pp. 1065-1097 ◽  
Author(s):  
LORENZO BOSCHERINI ◽  
DAVIDE CHIARONI ◽  
VITTORIO CHIESA ◽  
FEDERICO FRATTINI
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Pilot Project ◽  
Smooth Transition ◽  
Early Adopters ◽  
Organizational Barriers ◽  
Strategic Approach ◽  
The Status ◽  
Multiple Case

Existing empirical research indicates that strong organizational barriers and inertia need to be overcome to ensure a smooth transition of a firm's approach to technological innovation from Closed to Open Innovation. The objective of the paper is to study how firms can identify, plan, and manage a pilot project so as to unfreeze the status quo and prepare the ground for a successful shift toward Open Innovation. Integrating existing literature in the field of innovation management, organizational change and project management, the paper develops a conceptual framework which identifies three steps a pilot project goes through (i.e. conception, realization and transfer of project's results) and the aspects that should be looked at along these stages so as to mobilize the organization and revolutionize its strategic approach to innovation management. These issues are investigated using a multiple case study involving 4 firms that can be considered as "early adopters" of Open Innovation in Italy. The paper provides several insights to R&D managers and Chief Technology Officers that will hopefully help them foresee and properly administer the organizational implications of adopting Open approaches to innovation management.

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.

Creating and Capturing Value through Crowdsourcing

2018 ◽  
Keyword(s):  
Information Systems ◽  
Systems Biology ◽  
Computer Science ◽  
Open Innovation ◽  
Product Innovation ◽  
Collective Intelligence ◽  
Innovation Management ◽  
Private And Public ◽  
Definition Of ◽  
The Uk

Examples of the value that can be created and captured through crowdsourcing go back to at least 1714, when the UK used crowdsourcing to solve the Longitude Problem, obtaining a solution that would enable the UK to become the dominant maritime force of its time. Today, Wikipedia uses crowds to provide entries for the world’s largest and free encyclopedia. Partly fueled by the value that can be created and captured through crowdsourcing, interest in researching the phenomenon has been remarkable. For example, the Best Paper Awards in 2012 for a record-setting three journals—the Academy of Management Review, Journal of Product Innovation Management, and Academy of Management Perspectives—were about crowdsourcing. In spite of the interest in crowdsourcing—or perhaps because of it—research on the phenomenon has been conducted in different research silos within the fields of management (from strategy to finance to operations to information systems), biology, communications, computer science, economics, political science, among others. In these silos, crowdsourcing takes names such as broadcast search, innovation tournaments, crowdfunding, community innovation, distributed innovation, collective intelligence, open source, crowdpower, and even open innovation. The book aims to assemble papers from as many of these silos as possible since the ultimate potential of crowdsourcing research is likely to be attained only by bridging them. The papers provide a systematic overview of the research on crowdsourcing from different fields based on a more encompassing definition of the concept, its difference for innovation, and its value for both the private and public sectors.

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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