In this article, the authors analyze the field of international entrepreneurship (IE), which is in desperate need of further theory development. They study the field of IE since its inception by ...offering a comprehensive review of 179 articles on IE published in 16 journals over 14 years, covering the academic disciplines of strategic management, international business, entrepreneurship, and technology and innovation management. From a systematic content analysis of this literature, the authors develop an organizing framework to analyze the field's current status. On the basis of this analysis, the authors can identify theoretical inconsistencies, conflicting predictions, and knowledge gaps that all forestall the further development of IE research. They then develop directions for future research that can help to overcome these obstacles and promote future theory development.
The future of open innovation Gassmann, Oliver; Enkel, Ellen; Chesbrough, Henry
R & D management,
June 2010, Letnik:
40, Številka:
3
Journal Article
Recenzirano
Odprti dostop
Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts, underlying assumptions ...and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.
In cross‐industry innovation, already existing solutions from other industries are creatively imitated and retranslated to meet the needs of the company's current market or products. Such solutions ...can be technologies, patents, specific knowledge, capabilities, business processes, general principles, or whole business models. Innovations systematically created in a cross‐industry context are a new phenomenon for theory and practice in respect of an open innovation approach. While the cognitive distance between the acquired knowledge and the problem to be solved was regarded as a counterproductive factor in older research, recent theory regards it as positively related to innovation performance. Following the latest theory, we examine 25 cross‐industry cases to ascertain cognitive distance's influence on innovation performance. Our study reveals that there is no direct correlation between a higher or a closer distance and a more explorative or exploitative outcome.
There is currently a broad awareness of open innovation and its relevance to corporate R&D. The implications and trends that underpin open innovation are actively discussed in terms of strategic, ...organizational, behavioral, knowledge, legal and business perspectives, and its economic implications. This special issue aims to advance the R&D, innovation, and technology management perspective by building on past and present studies in the field and providing future directions. Recent research, including the papers in this special issue, demonstrates an increasing range of situations where the concept is regarded as applicable. Most research to date has followed the outside‐in process of open innovation, while the inside‐out process remains less explored. A third coupled process of open innovation is also attracting significant research attention. These different processes show why it is necessary to have a full understanding of how and where open innovation can add value in knowledge‐intensive processes. There may be a need for a creative interpretation and adaptation of the value propositions, or business models, in each situation. In other words, there are important implications for new and emerging methods of R&D management.
Bisherige Publikationen zum Technologie und F&E-Management; vernachlässigen oft die internationale Dimension der Wissensgenerierung. Ziel dieses Werkes ist es, einen Gestaltungsrahmen zu entwickeln ...und darin theoretisch fundierte Handlungsempfehlungen an das Management zu geben. Der Schwerpunkt liegt bewußt auf dem operativ-taktischen Bereich. Mit konkreten Beispielen für Innovationsforscher, Studierende und Praktiker.
•We reviewed financial, NME and bibliogr. data from 14 big pharma companies (1999–2018).•Most important sources of NMEs were own research (40%), M&A (41%) and licensing (19%).•We found a nearly ...linear correlation between R&D spending and R&D output.•Our investigations indicate economies of scale in pharma R&D.
Comparative analysis of the R&D efficiency of 14 leading pharmaceutical companies for the years 1999–2018 shows that there is a close positive correlation between R&D spending and the two investigated R&D output parameters, approved NMEs and the cumulative impact factor of their publications. In other words, higher R&D investments (input) were associated with higher R&D output. Second, our analyses indicate that there are ‘economies of scale’ (size) in pharmaceutical R&D.
While research has shown a positive impact of open business models on value creation, it has remained silent on the configuration of the corresponding partner networks and their effect on ...performance. Studying three cases of solution providers which involve external service partners for solution delivery, we find that solution customer centricity – the degree to which the focal firm focuses on solution customers in the joint delivery of solutions – moderates the relationship between partner networks and open business model performance. For open business models with low solution customer centricity, a network configuration characterized by many weak ties to service partners leads to superior performance. Conversely, for open business models with high solution customer centricity, few but strong ties to partners lead to superior performance. Based on these findings, three ideal configurations of networks for open business models are derived: the controlled, the joint, and the supported model.
The findings of this paper are especially relevant for managers of product-focused firms who seek guidance in evolving their business models into solution providers. The paper also contributes to business model research by linking extant insights from network research to open business model performance.
•Partner networks influence open business model performance of solution providers sourcing services externally.•The level of solution customer centricity and configuration of partner networks need to be aligned to achieve success.•Three ideal network configurations are derived: the controlled, the joint, and the supported model.•Low centricity of the solution customer can be as successful as high centricity, given the right network configuration.
Managing Global Innovation Boutellier, Roman; Gassmann, Oliver; Zedtwitz, Maximilian
2008, 2008-03-27
eBook
What are the secrets of competitive RD on a global scale? Based on empirical research with hundreds of RD executives from more than 80 companies amd 1000 RD laboratories, the authors present new ...concepts and trends in global RD management. Case studies from 22 best-practice companies illustrate how to put these concepts into practice. Adding new examples and management models, this third edition has been completely revised and updated incorporating emerging themes in RD such as intellectual property management, innovation in China and India, technology listening posts, and leading RD centers.
In this article, we investigate the role intermediaries play in the cross‐industry innovation process. Intermediaries are external institutions that support companies in their innovative activities. ...They are frequently used to bridge gaps between different industries. Our research focuses on the question of which capabilities an intermediary should have in order to achieve success in initiating a cross‐industry innovation. Our empirical base consists of a survey of 107 European manufacturing companies and an analysis of six collaborative cross‐industry innovation projects. The company survey is used to identify the capabilities an intermediary should have during each of the three phases of the innovation process. The cross‐industry projects, each of which involves a Swiss or a German industrial company and an intermediary, provide us with analyzable data. We conclude our study by identifying three types of intermediary: the innovation broadener, the innovation leverager, and the innovation multiplier.
Research and development are subject to different location drivers. The analysis of 1021 R&D units, each distinguished by its main orientation towards either research or development work, reveals ...that research is concentrated in only five regions worldwide, while development is more globally dispersed.
Our research is based on 290 research interviews and database research in 81 technology-intensive multinational companies. We identify two principal location rationales—access to markets and access to science—as the principal determinants for four trends that lead to four archetypes of R&D internationalization: ‘national treasure’, ‘market-driven’, ‘technology-driven’, and ‘global’. Their organizational evolution is characterized by four trends. The model is illustrated with short cases of international R&D organization at Kubota, Schindler, Xerox, and Glaxo-Wellcome.
Differences in R&D internationalization drivers lead to a separation of individual R&D units by geography and organization. Current belief is to integrate R&D processes; separation seems to contradict this trend. We argue that this need not be the case, for there are good reasons to maintain some independence between research and development.
PDF
