scholarly journals Open Innovation Process for Inter-Organizational Projects

2021 ◽  
pp. 36-52
Author(s):  
Susanne Marx ◽  
◽  
Keyword(s):  
Action Research ◽  
Knowledge Transfer ◽  
Open Innovation ◽  
Innovation Process ◽  
Educational Institutions ◽  
Organizational Forms ◽  
Initial Model ◽  
Organizational Scope ◽  
Collaborative Activities

Open Innovation (OI) research has covered various organizational forms in dimensions of durability (permanent versus temporary organizing) and organizational scope (intra- or inter-organizational). Inter-organizational forms - both temporary and permanent – are regarded mainly as modes of OI. However, these organizational forms also act as initiators of OI activities to extend knowledge transfer across the inter-organizational consortium borders, which is hardly researched. To address this gap, the research presented in this article develops an OI process for inter-organizational projects (IOP) as initiators of OI. The initial model is developed by action research with an IOP of museums and educational institutions implementing a series of hackathons. The model’s applicability is then evaluated for other IOPs by a survey, indicating the model’s suitability for practitioners. Findings point to the importance of collaborative activities for aligning the OI initiative with both individual partners’ and common project goals, while outbound activities are regarded least important despite the time-limitation of the project. The research is limited by its focus on the specific IOP environment of EU-funded projects and the small scope of the survey.

Knowledge transfer in open innovation

2019 ◽  
Vol 25 (1) ◽  
pp. 144-163 ◽  
Author(s):  
Giustina Secundo ◽  
Antonio Toma ◽  
Giovanni Schiuma ◽  
Giuseppina Passiante
Keyword(s):  
Knowledge Transfer ◽  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Knowledge Flows ◽  
Organizational Level ◽  
Content Type ◽  
Transfer Processes ◽  
Innovation Processes ◽  
Interpretative Framework

PurposeDespite the abundance of research in open innovation, few contributions explore it at inter-organizational level, and particularly with a focus on healthcare ecosystem, characterized by a dense network of relationships among public and private organizations (hospitals, companies and universities) as well as other actors that can be labeled as “untraditional” player, i.e. doctors, nurses and patients. The purpose of this paper is to cover this gap and explore how knowledge is transferred and flows among all the healthcare ecosystems’ players in order to support open innovation processes.Design/methodology/approachThe paper is conceptual in nature and adopts a narrative literature review approach. In particular, insights gathered from open innovation literature at the inter-organizational network level, with a particular attention to healthcare ecosystems, and from the knowledge transfer processes, are analyzed in order to propose an interpretative framework for the understanding of knowledge transfer in open innovation with a focus on healthcare ecosystem.FindingsThe paper proposes an original interpretative framework for knowledge transfer to support open innovation in healthcare ecosystems, composed of four main components: healthcare ecosystem’s players’ categories; knowledge flows among different categories of players along the exploration and exploitation stages of innovation development; players’ motivations for open innovation; and players’ positions in the innovation process. In addition, assuming the intermediary network as the suitable organizational model for healthcare ecosystem, four classification scenarios are identified on the basis of the main players’ influence degree and motivations for open innovation.Practical implicationsThe paper offers interpretative lenses for managers and policy makers in understanding the most suitable organizational models able to encourage open innovation in healthcare ecosystems, taking into consideration the players’ motivation and the knowledge transfer processes on the basis of the innovation results.Originality/valueThe paper introduces a novel framework that fills a gap in the innovation management literature, by pointing out the key role of external not R&D players, like patients, involved in knowledge transfer for open innovation processes in healthcare ecosystems.

Researcher, I have heard of your innovation. Will you marry me?

2018 ◽  
Vol 9 (3) ◽  
pp. 264-283
Author(s):  
Nuria Calvo ◽  
Jacobo Feás ◽  
David Rodeiro-Pazos ◽  
Braulio Pérez ◽  
Sara Fernández-López
Keyword(s):  
Knowledge Transfer ◽  
Open Innovation ◽  
Innovation Process ◽  
Transfer Model ◽  
Content Type ◽  
Two Factors ◽  
Industry Relations ◽  
University Industry ◽  
Willingness To Cooperate

Purpose This paper aims to explore the determinants of firms’ attitudes to R&D cooperation with universities with the goal to propose a model of knowledge transfer university-firm. Design/methodology/approach By understanding university-industry cooperation as a process, the model in this study is based on two factors: the “promoter of university-industry relations” (PUIR) and a technological system that is able to match the research supply of universities with the demand for innovation of the firms. A total of 375 firms, 420 research groups and 18 experts in knowledge transfer from Spain, Portugal and France have been involved in this study. Findings This study provides the first evidences of the relation between the number of matches’ demand-supply of research, the number of university-firm relations and the willingness to cooperate; all of these presented in the knowledge transfer model. Results also reinforce the utility of the role of PUIR and the matching system in the open innovation process. Research limitations/implications However, more evidences are necessary to get a complete validation of the model. In the future, the continuous utilization of the matching system by the PUIRs of the selected regions will allow the authors to evaluate how well the system is working by analysing the possible increases in formal collaboration university-firm in the area of R&D. Originality/value This study contributes to the literature through aligning the open innovation and intellectual capital theories in the specific and complex context of university-firm collaboration. Also, little research regarding this topic has been noticed in SUDOE European Union (EU) countries (SUDOE is an EU territorial cooperation programme that supports regional development by funding transnational projects).

scholarly journals Reshaping Higher Educational Institutions through Frugal Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 145
Author(s):  
Jayamalathi Jayabalan ◽  
Magiswary Dorasamy ◽  
Murali Raman
Keyword(s):  
Intellectual Capital ◽  
Financial Distress ◽  
Open Innovation ◽  
Intangible Assets ◽  
Private Universities ◽  
Educational Institutions ◽  
Current Debate ◽  
Higher Educational Institutions ◽  
Value Propositions ◽  
Higher Educational

Many private higher educational institutions (PHEI) are facing poor profitability, increased short term debts with under-resourced cash flow and insufficient funds that could lead to financial distress. To address the issues of ever-changing business environments and to deliver value propositions, PHEIs should focus on their intangible assets to increase their capabilities to achieve frugal open innovation. The objective of this paper is to investigate the challenges faced by private universities from the practitioners’ points of view and offer a practical solution. This paper also attempts to identify whether there is a need for any changes in business model or operations required by private universities to sustain their competitive advantage in the current environment. This study is exploratory in nature due to scarcity of past literature on frugal open innovation in PHEI context. Interviews were conducted with experienced practitioners to elicit their experience managing challenges in PHEI. As a result, this paper sheds light on the ability of PHEIs to formalize, capture, and leverage its intangible assets rather than only investing and managing tangible assets in order to achieve frugal open innovation. Frugal open innovation is the enabler for PHEI to focus on core functions, create closer integration with industry, local and international communities and promote greater efficiency in operations. This paper is novel because it seeks to contribute to the current debate in the literature, positioning frugal open innovation (FOI) within the sphere of intellectual capital research, through exploring the effect of intellectual capital on frugal innovation is mediated through the information technology capability. The result indicates that sales and operating planning (S&OP) can be panacea for the five main challenges faced by PHEI includes structural challenges, operational challenges, financial challenges, social challenges and technological challenges. We conclude that there is a role for intellectual capital to achieve FOI by influencing IT capabilities, thus warrants more research to fill this research gap.

Research on Simulation Customers Participate Type in Open Innovation

2014 ◽  
Vol 926-930 ◽  
pp. 2054-2057
Author(s):  
Jun Hui He
Keyword(s):  
Open Innovation ◽  
Degrees Of Freedom ◽  
New Products ◽  
Innovation Process ◽  
Degree Of Freedom ◽  
Three Dimensions ◽  
Dynamic Evolution ◽  
Evolution Simulation ◽  
High Degree

This paper proposed customers to participate typology based on three dimensions, which are the customers’ autonomy in the process, the nature of the firm‐customer collaboration, and the stage of the innovation process. Then proposed customers to participate in the type of open innovation framework. Through the static comparative and dynamic evolution simulation found: customers tend to be open to participate in the development of new products pre innovation, the tendency to begin to choose the low participation of degrees of freedom, and ultimately tend to opt for a high degree of freedom to participate.

Micro design in inter-organizational hybrid governance: a study on product adaptation, reverse knowledge transfer and integration mechanism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Novi Lailatul Khoirunnisa ◽  
Rangga Almahendra
Keyword(s):  
Knowledge Transfer ◽  
Open Innovation ◽  
Local Conditions ◽  
Content Type ◽  
Moderation Effect ◽  
Hybrid Governance ◽  
Integration Mechanism ◽  
Reverse Knowledge Transfer ◽  
Governing Institutions ◽  
The Relationship

Purpose This study aims to explore the extent to which inter-organizational hybrid governance manages the micro design for optimum reverse knowledge transfer in the open innovation context. The authors use two essential facets of micro design in hybrid governance: product adaptation and integration mechanism. Design/methodology/approach Data for this study were collected from franchisees through structured questionnaires in Indonesia. Findings Results indicated that product adaptation has a positive relationship with reverse knowledge transfer. This study also found that the formalization strengthens the relationship between product adaptation and reverse knowledge transfer. However, the socialization does not have a moderation effect. Research limitations/implications This research estimates the knowledge transfer from the agent’s side only. Therefore, further research is expected to estimate the reverse knowledge transfer in dyads (from agent and principal) to get a detailed understanding of reverse knowledge transfer. Practical implications This study offers guidelines to managers, especially in inter-organizational hybrid governance. The authors suggest reverse knowledge transfer as a form to manage the dispersed knowledge from their agents. Governing institutions should change their view that agents have diverse knowledgebase from experience adapting to local conditions and can improve their open innovation through reverse knowledge transfer. From the results, it is found that giving agents the flexibility to adapt products can boost reverse knowledge transfer to support open innovation. Originality/value This study provides an understanding of the utilization of external knowledge sourcing in the context of open innovation from agent to principal in hybrid governance through reverse knowledge transfer, which has thus far been empirically under-researched.

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.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

Understanding the relationship between organizational culture and inbound open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Franz Barjak ◽  
Fabian Heimsch
Keyword(s):  
Corporate Culture ◽  
Open Innovation ◽  
Innovation Process ◽  
External Pressure ◽  
External Control ◽  
Specific Situation ◽  
Content Type ◽  
Process Innovations ◽  
Innovation Activities ◽  
The Relationship

PurposeThe relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.Design/methodology/approachThe authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.FindingsThe importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.Practical implicationsCompanies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.Originality/valueThe paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.

MAPPING THE PERCEPTION AND REALITY OF OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340016 ◽  
Author(s):  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM ◽  
ANTERO KUTVONEN
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Research ◽  
Innovation Activities ◽  
Current State ◽  
Business Practitioners ◽  
The Right ◽  
Innovation Practices ◽  
Innovation Processes

Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how "open innovation companies" are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms' perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.

scholarly journals Open Innovation Session as a Tool Supporting Innovativeness in Strategies for High-Tech Companies in the Czech Republic

Economies ◽  
2018 ◽  
Vol 6 (4) ◽  
pp. 69 ◽  
Author(s):  
Pavla Matulova ◽  
Petra Maresova ◽  
Mohammad Ali Tareq ◽  
Kamil Kuča
Keyword(s):  
Czech Republic ◽  
Open Innovation ◽  
Innovation Process ◽  
Secondary Data ◽  
Primary Objective ◽  
Primary Data ◽  
High Tech ◽  
Regional Government ◽  
The Czech Republic ◽  
General Managers

Open innovation has developed over several decades from a small pool of innovation pioneers, mostly active in high-tech industries, to be widely discussed and implemented in innovation strategy. The primary objective of the Open Innovation Session (OIS) is to create a platform where firms are able to facilitate knowledge transfer. This paper focuses on the contribution of OIS, implemented by regional government, in formulating companies’ strategic management and to overcome barriers to innovation for high-tech companies in the South Moravian region of the Czech Republic. The methodology adopted for this paper includes monitoring and analysing the activities of this programme over seven years, followed by a quantitative study using both primary and secondary data. The primary data for the research were gathered through questionnaires, where the respondents were general managers of companies that had at least some experience of an innovation process. Secondary data were taken from the Czech Statistical Office. This paper has found that the association between an aspiration for innovation leadership and expenditure for research and development is high, further that participation in OIS led to a shift in the perception of the objectives, needs and conditions of the business and finally the major barriers to the innovation process are a lack of highly motivated people with the necessary technical and business experience.

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