Four Models for Corporate Transformative, Open Innovation

2019 ◽  
Vol 24 (4) ◽  
Author(s):  
Arthur Boni ◽  
Diana Joseph
Keyword(s):  
Open Innovation ◽  
Third Parties ◽  
Model Choice ◽  
Innovation Ecosystem ◽  
Developmental Status ◽  
Key Factor ◽  
Innovation Capacity ◽  
Over Time

Four models are identified for organizations to pursue simultaneous core growth and transformative innovation leveraging open innovation principles: 1) corporate accelerators —engage with or create autonomous startups; 2) external startup platforms — engage with startups through established third parties, 3) consortia or alliances — leverage resources of peers and emergent players across the innovation ecosystem; and; 4) direct entrepreneurial approach -- work from within the organization to develop new units. We identify “innovation maturity” as the key factor to select which model is most appropriate for the organization. Additional considerations include the resources, processes and values of the organization, and the developmental status of the transformative technology. Model choice(s) are dynamic and can evolve over time as the innovation capacity of the organization matures and adapts to change.

Developing a sustainable Digital Health Innovation Ecosystem in a rural and resource-poor region: A monitored networking approach (Preprint)

2020 ◽  
Author(s):  
Arunangsu Chatterjee ◽  
Sebastian Stevens ◽  
Sheena Asthana ◽  
Ray B Jones
Keyword(s):  
Social Network ◽  
Network Analysis ◽  
Data Collection ◽  
Digital Health ◽  
Resource Poor Setting ◽  
Quadruple Helix ◽  
Innovation Ecosystem ◽  
Resource Poor ◽  
Quadruple Helix Model ◽  
Over Time

BACKGROUND Digital health (DH) innovation ecosystems (IE) are key to the development of new e-health products and services. Within an IE, third parties can help promote innovation by acting as knowledge brokers and the conduits for developing inter-organisational and interpersonal relations, particularly for smaller organisations. Kolehmainen’s quadruple helix model suggests who the critical IE actors are, and their roles. Within an affluent and largely urban setting, such ecosystems evolve and thrive organically with minimal intervention due to favourable economic and geographical conditions. Facilitating and sustaining a thriving DH IE within a resource-poor setting can be far more challenging even though far more important for such peripheral economics and the health and well-being of those communities. OBJECTIVE Taking a rural and remote region in the UK, as an instance of an IE in a peripheral economy, we adapt the quadruple helix model of innovation, apply a monitored social networking approach using McKinsey’s Three Horizons of growth to explore: • What patterns of connectivity between stakeholders develop within an emerging digital health IE? • How do networks develop over time in the DH IE? • In what ways could such networks be nurtured in order to build the capacity, capability and sustainability of the DH IE? METHODS Using an exploratory single case study design for a developing digital health IE, this study adopts a longitudinal social network analysis approach, enabling the authors to observe the development of the innovation ecosystem over time and evaluate the impact of targeted networking interventions on connectivity between stakeholders. Data collection was by an online survey and by a novel method, connection cards. RESULTS Self-reported connections between IE organisations increased between the two waves of data collection, with Small and Medium-sized Enterprises (SMEs) and academic institutions the most connected stakeholder groups. Patients involvement improved over time but still remains rather peripheral to the DH IE network. Connection cards as a monitoring tool worked really well during large events but required significant administrative overheads. Monitored networking information categorised using McKinsey’s Three Horizons proved to be an effective way to organise networking interventions ensuring sustained engagement. CONCLUSIONS The study reinforces the difficulty of developing and sustaining a DH IE in a resource-poor setting. It demonstrates the effective monitored networking approach supported by Social Network Analysis allows to map the networks and provide valuable information to plan future networking interventions (e.g. involving patients or service users). McKinsey’s Three Horizons of growth-based categorisation of the networking assets help ensure continued engagement in the DH IE contributing towards its long-term sustainability. Collecting ongoing data using survey or connection card method will become more labour intensive and ubiquitous ethically driven data collection methods can be used in future to make the process more agile and responsive.

scholarly journals A model of an agile organization designed to better manage the COVID-19 crisis

2020 ◽  
pp. 084047042098047
Author(s):  
Fabrice Brunet ◽  
Kathy Malas ◽  
Danielle Fleury
Keyword(s):  
Organizational Structure ◽  
Open Innovation ◽  
Health Centre ◽  
Healthcare Organizations ◽  
Innovation Ecosystem ◽  
The People ◽  
Model Of Management ◽  
Agile Organization ◽  
Decentralized Model ◽  
Lack Of Knowledge

COVID-19 strongly hit healthcare organizations due to three factors: the lack of knowledge of this new virus, the fear of the people, and the continuous modifications in the management of the crisis. This situation required flexibility and adaptability of organizations, as our university health centre demonstrated. It relied on a decentralized model of management based on three pillars: a culture of innovation and creativity, an agile organizational structure, and an open innovation ecosystem and network. These assets were already developed prior to the onset of COVID-19 and helped our organization to better respond to the crisis.

scholarly journals Two Sides of the Same Coin. University-Industry Collaboration and Open Innovation as Enhancers of Firm Performance

2021 ◽  
Vol 13 (7) ◽  
pp. 3866
Author(s):  
Joana Costa ◽  
Ana Rita Neves ◽  
João Reis
Keyword(s):  
Firm Performance ◽  
Open Innovation ◽  
Primary Data ◽  
Company Performance ◽  
Innovation Ecosystem ◽  
Industry Collaboration ◽  
And Performance ◽  
Performance Results ◽  
The Impact ◽  
University Industry

Open innovation is proved to be determinant in the rationalization of sustainable innovation ecosystems. Firms, universities, governments, user communities and the overall environment are called to contribute to this dynamic process. This study aims to contribute to a better understanding of the impact of open innovation on firms’ performance and to empirically assess whether university-industry collaborations are complementary or substitutes for this activity. Primary data were collected from a survey encompassing 908 firms, and then combined with performance indicators from SABI (Spanish and Portuguese business information). Econometric estimations were run to evaluate the role of open innovation and university-industry collaboration in the firm innovative propensity and performance. Results highlight the importance of diversity in collaborations with the academia and inbound open innovation strategy as enhancers of firm performance. The two activities reinforce each other. By testing the impact of open innovation practices on company performance, the need for heterogeneity in terms of contact type and university is also demonstrated. Findings cast light on the need to reformulate existing policy packages, reinforcing the ties with academia as well as the promotion of open innovation strategies. The connection to the innovation ecosystem needs to be further encouraged as well as the promotion of persistent connections with the knowledge sources in an open and multilateral framework.

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.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

scholarly journals Q&A. How Can a University Drive an Open Innovation Ecosystem?

2016 ◽  
Vol 6 (7) ◽  
pp. 48-51 ◽  
Author(s):  
Gonzalo León ◽  
Roberto Martínez
Keyword(s):  
Open Innovation ◽  
Innovation Ecosystem

scholarly journals Accounting Engineering and Management of Results

2019 ◽  
Vol 4 (3) ◽  
Author(s):  
Laura-Maria Popescu ◽  
Ileana Nișulescu-Ashrafzadeh
Keyword(s):  
Economic Activity ◽  
Accounting Information ◽  
Management Plan ◽  
Third Parties ◽  
Financial Data ◽  
State Institutions ◽  
Management Objectives ◽  
Economic Reality ◽  
Source Of Information ◽  
Over Time

Accounting means normally a basis while making management decisions; it is the information tool in order to highlight the strategies and to confirm their success. There are also cases where the roles are reversed and the management delineates the accounting directions according to the results obtained, thus being transformed from the company management for results to the results themselves. Even if over time, the information and activity monitoring techniques improved, the precision of the economic and financial data remains dependent on the reporting referential and the manipulation technique of the results. The article is meant to highlight the items capable to characterise the choice of a management based on results, the conditions of its development, how the financial and accounting information users are affected, particularly the investors, as well as how it can be detected. It is also highlighted the fact that the management based on results plays a very important role for the apparition and development of the accounting engineering at the level of company by the determination it exercises over the managers while achieving or surpassing the objectives. Thus, there is the issue of a false reflection of the company’s activity, regarded by the prism of the management objectives, making particularly sensitive the passage from the economic reality of the company to the management ideals of the management. The financial and accounting information remains as main source of reflection of the economic activity and of the results of these activities, both for the own managers of the entities and for the large diversity of third parties: providers, customers, employees, investors, banks, State institutions etc., that makes it vulnerable in front of the external actions. It is important that in any management plan, its accounting represents a source of information for the management and not a means of obtaining the results.

Cybersecurity in Israel

2021 ◽  
pp. 630-648
Author(s):  
Lior Tabansky
Keyword(s):  
Soft Power ◽  
Intelligent Systems ◽  
Critical Infrastructure ◽  
Building Blocks ◽  
Strategic Choices ◽  
Innovation Ecosystem ◽  
Policy Goals ◽  
Recent Developments ◽  
Innovation Capacity ◽  
Economic Boom

The long-standing pillars in the grand strategy of Israel—namely, the qualitative edge principle and self-reliance in defence—enabled considerable cybersecurity achievements. Israel, the sole developed nation facing existential threats, has carried out audacious cyberspace operations yet never suffered material damage from cyberattacks. ‘Made in Israel’ inventions have long been embedded in building blocks of the global digital technologies, and drive much of the economic boom. As high-technology innovation flourishes, strategic choices taken over many decades created the foundations of Israel’s vibrant innovation ecosystem. Power, the currency of international relations, undergoes technology-driven change. Innovation capacity grows in importance in periods of profound change. Cyber power must be smart, integrating hard and soft power. The official Israel now shares sensitive cybersecurity expertise with foreign stakeholders, aiming to advance a range of foreign policy goals from counterterrorism to sustainable development. The milestones in Israel’s national cybersecurity evolution include the 2002 state-guided Critical Infrastructure Protection (CIP); the 2011 official national cybersecurity strategy with ambitious goals and comprehensive scope; and the most recent developments in the Israel National Cyber Directorate (INCD) and the Israel Defence Forces (IDF). However, Israel’s cybersecurity journey is far from complete. Harnessing digital transformation, in particular narrow artificial intelligence and intelligent systems, requires further profound innovation in national security. This chapter outlines four guiding principles and forces shaping Israel’s cybersecurity, and sketches three long-term policy challenges for Israel. As long as a coherent strategy guides innovation, Israel as well as other small nations can gain and utilize ample cyber power.

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